HRD: Processes and

Methods

BLOCK 2
MANAGING HRD

61
Introduction to
HRD

62
 HRD for Employees
UNIT 4 HRD FOR EMPLOYEES

Objectives

After going through this unit, you should be able to

• define HRD;
• enlist functions of HRD; and
• explain concept of HRD

Structure

4.1 HRD: Conceptual Development

4.2 Meaning and Definition of HRD
4.3 HRD for Managers
4.4 Functions of HRD Department for Employees
4.5 Conclusion
4.6 Self-Assessment Questions
4.7 Case: Infosys Global Education Centre

4.1 HRD: CONCEPTUAL DEVELOPMENT

Organizations aim for sustainable competitive advantage and,to create better
workplaceand systems for their employees.Human capital is one of the most
important assets of an organization. An organization s perpetuity and
sustainability depend on Human Capital which is rare, inimitable, and
portable. Individual stakeholders of an organization constitute the
Organizational Human Capital. Individual human capital consists of
Knowledge, skills .abilities and attitudes including various competencies
required to create value defined in terms of economic, social, and intellectual
required for the sustainable growth of an organization.

Human Resource systems, processes, and policies, aims at planning,

organizing, directing, controlling and coordinating various aspects of talent
acquisition, development and retention. Various levels of managers,
employees, workers whether; contractual, part-time, temporary, permanent
are the pulse of the organization and needs to be developed and retained for
organization sustainable growth and development

Human Resource professionals are responsible for employee acquisition,

development and retention. They are the face of organization. Human
Resource Development is a set of systematic and planned activities designed
by an organization to provide its members with the necessary skills to meet
current and future job demands. McLagan defines it as “the integrated use of
training and development, organization development, and career development
to improve individual, group, and organizational effectiveness.”
63
Managing HRD
4.2 MEANING AND DEFINITION OF HRD
The following table presents various definitions of HRD.
Table-1: Definitions of HRD
Author Select range of HRD Definitions
1. Harbison and HRD is “the process of increasing the Knowledge, the
Myser (1964) skills and the capabilities of all the people in the
society”
2 Nadler (1970) HRD is “a series of organized activities conducted
within a specified time and design to produce
behavioural change”
3. Jones(1981) HRD is “a systematic expansion of people’s work-
related abilities, focused on the attainment of both
organizational and personal goals”
4. Chalofshy and The discipline of HRD “is the study of how individual
Lincoln (1983) and group in organization changes through learning”
5. Nadler and HRD is the “a comprehensive learning system for the
Wiggs (1986) release of the organization’s human potential- a
system that include both vicarious (classroom, mediated,
simulated) learning experiences and experiential , on-the
job experience that are keyed to the organizational
reason of survival”
6. Smith(1988) HRD consist of “programs and activities, direct and
indirect, instructional and individual that positively
affect the the development of the individuals and the
productivity of and profit of the organization
7. Nadler and HRD is “organized learning experience provided for
Nadler (1989) employees within a specified period of time to bring
about the possibility of performance improvement and
personal growth
8. Gilley and HRD is about “the advancement of knowledge, skills
Egglund and competencies and the improved behavior of the
(1989) people within the organization for both their personal
and professional use”
9. Smith (1990) HRD is the process of determining the optimum
methods of developing and improving the human
resources of an organization and the systematic
improvement of the performance and the productivity of
employees through training ,education and development
and leadership for the mutual attainment of
organizational and personal goals.
10. Garavan HRD is “The strategic management of training,
64 (1991) development and of management professional education
 HRD for Employees
interventions so as to achieve the objectives of the
organization while at the same time ensuring the full
utilization of the knowledge in detail and skills of the
individual employees.
11. Ruona and The purpose of the HRD “is to enhance learning,
Lynham human potential and high performance in work
(1999) related environment”
12. Mclean and HRD is “any process or activity that either initially or
Mclean (2001) over the long term has the potential to develop adults”
work-based knowledge, expertise, productivity and
satisfaction, whether for personal or group gain or for
the benefit of an organization, community, nation and
whole of the humanity
13. Harrison and HRD as an organizational process “comprises the
Kessels skillful planning and facilitation of a variety of formal
(2004) and informal learning and knowledge processes and
experiences, primarily but not exclusively in the
workplace, in order that organization progress and
individual potential can be enhances through the
competence , adaptability, collaboration and knowledge
creating activity of all who work for the organisation
14. York (2005) HRD is defined as “ both an organizational role and a
field of professional practice. The fundamental purpose
of HRD is to contribute to both long-term strategic
performance and more immediate performance
improvement through ensuring that organizational
member have access to resources for development their
capacity for performance and for making meaning of
their experience in the context of the organization ‘s
needs and the requirement of the jobs”
15. Werner and HRD can be defined as “a set of systematic and planned
DeSimone (2006) activities designed by an organization to provide its
members with the opportunities to learn necessary skills
to meet current and future job demands”

4.3 HRD FOR MANAGERS

HRD is viewed as a sub-system of a large system. The organization is a
system, and it has several sub-systems. All these sub-systems are
interdependent. HRD is one such sub-system. HRD has a proactive approach
and its main role is the development of enabling capabilities, i.e. capabilities
of the organization to deal with the problems, rather than only responding to
demands made on it by several sections of the organization. HRD is also
concerned with the management of jobs and systems in the field of personnel
management. HRD is concerned with process values, like trust, openness, 65
Managing HRD exploration, managing conflicts etc., and with reducing human wastage
through ensuring a high level of motivation in the organization. HRD regards
job challenges and creativity and opportunities for development as the main
motivating forces. The emphasis in PF is on job design and salary
administration whereas the main emphasis in HRD is on developing the
organization and its people and their competencies. HRD regards the
functions of human resources as the concern of all the managers in the
organization. Human resources responsibility is shared by line people.

HRD entails the development of three Cs: capabilities, commitment, and

culture. Capability development entails expanding a person's knowledge and
skill set. Capability must be backed up by commitment, which manifests
itself as a desire to succeed, a positive attitude toward work, teamwork,
involvement, and a sense of responsibility for oneself and society. Building
culture is another crucial aspect of HRD. Culture is defined as a way of life.
It entails establishing a sense of what is ideal and desirable. As a result,
cultivating these three Cs is critical for an organization's human resource
development. The following are some of the perspectives on HRD voiced by
various persons during various time periods:

In 1969, Leonard Nadler coined the term HRD. He defined HRD as those
learning experiences which are organized for a specific time and designed to
bring about the possibility of behavioral change.

Frank (I988) looked into the theoretical foundations of HRD in order to

distinguish it from other fields and discovered three assumptions:

l. HRD is distinct from children's learning since it is based on research and

theories from the field of adult education. Adult learning is centred on
creating the right conditions for people to learn and alter their behaviour.

2. Human resource development is concerned with enhancing workplace

performance, not with improving people's health or personal
relationships with their families.

3. HRD makes use of change theories and how they relate to the company.
Individuals, communities, and organisations are all affected by change,
and HRD is primarily concerned with individual transformation.

Gravan (2000) stated, based on a thorough review of the literature, that HRD,
when regarded a component of HRM, is focused with performance, whereas
when considered a part of adult education, the emphasis is on learning. As a
result, he believes it is impossible to make a definitive conclusion regarding
what should be included in HRD. Various specialists have come up with a
number of definitions that outline the territory and what HRD entails, in
order to provide a realistic comprehension to both the receivers and deliverers
of HRD activity in businesses.

66
 HRD for Employees
4.4 FUNCTIONS OF HRD DEPARTMENT FOR
EMPLOYEES
The aim of HRD activities of an organization is oriented towards socializing
the new employees into the organization, providing the required skill and
knowledge, helping the individual and the group to become more effective in
the present job and developing them to handle future jobs in an equally
efficient manner.

The goal of an organization's HRD activities is to socialise new employees

into the organisation, provide the necessary skills and knowledge, and assist
individuals and groups in becoming more effective in their current jobs while
also developing them to handle future jobs in an equally efficient manner.

Human resource development is a word that has been used at both the micro
and macro levels. At the macro level, in order to improve the quality of
human existence, wealth, capacities, skills, and attitudes of individuals that
are more valuable to the development and overall development of the nation
are considered. At the micro level, HRD refers to the enhancement of staff
quality in order to increase productivity. The goal is to help people learn new
skills that will help them perform better in their current jobs and accept future
challenges (Bhatia, 2005).

An organization's success is determined by its long-term growth and financial

performance. This is contingent on the managers' ability to effectively utilize
the organization's vital resources. Organizations can rise as a result of the
capabilities, skills, and drive of its employees. The profitability and
productivity of an organization's people determine its financial performance.
Human resources are currently recognized as the most valuable of all
resources by organizations. The efficient use of an organization's human
resources is frequently the most important aspect in its success. Employing
skilled and motivated personnel has become a must for all firms, large and
small, whether in service or manufacturing, in order to succeed in business.
Managers can only be successful if their staff succeeds. The genuinely
effective organization achieves its objectives through maximizing the
potential of its people resources.

HRD departments in enterprises must execute a few functions in order to

attain these aims at the micro level, ie the Primary Functions; viz

1) Training and Development (T &D),

2) Organizational Development (OD),
3) Career Development (CD).

Some of the secondary functions that fall under the jurisdiction of the HRD
department in order to properly accomplish these three basic functions
include: (1) Role analysis and development,

1) Role Analysis 67
Managing HRD 2) Employee orientation,
3) Performance appraisal,
4) Potential appraisal,
5) Counselling
6) Succession Planning
5) Participative devices and QWL,
6) HRIS and research.

Figure 1: Models of HRD functions

Primary functions of HRD

A) Training and development

The process of providing an individual with the knowledge, skill, and

ability needed to do a specific job or task is known as training.
Development is the process of preparing an individual to do a better job
at their current work and to take on more responsibilities in the future.

The training and development function begins when an employee first

joins the company and continues until the employee leaves. He receives
orientation training when he joins the company, which contains
information about the company's conventions and values, as well as how
to operate inside the position. Later on, he is assigned to technical or
skill training, which aids in the development of the necessary skills to do
68
the job. Once he is in the job, HRD efforts concentrate on the HRD for Employees

individual's proper development.

Coaching, counselling, and putting an individual through various

management and training programmes are all examples of development.
These training programmes assist the individual in taking on greater
responsibilities and doing the tasks assigned in a more effective manner.

One of the core functions of HRD is training and development. Its

relevance can be well concluded from the fact that most of the
organizations have independent training and development centers with
state of art infrastructure to accommodate not only their employees but
are also outsourcing it for other organisations.

Infosys for example has Infosys Global Education Center which provides
foundation program for graduates, internships programs for students and
also Infosys Leadership Institute

Development – preparing for future responsibilities, while increasing the

capacity to perform at a current job. It will include not only management
and Superviosry development but also Leadership and Executive
development

Leadership and Executive Development

Leadership development is necessary at all levels of an organization.

High-potential employees receive special training and experience that
translate into personal and professional growth. Leadership development
includes coping with changes that occur during the life cycle of an
organization, from growth to decline. It is about changes in the external
environment, specifically about rearranging priorities and overturning
assumptions about how the business operates and the role of
leadership. [70]

Executive development deals with the organization's vision, values, and

business strategies, and the goal is to develop leaders who can ensure the
strategic development of the organization. [71] Leadership and executive
development are successful when the process is embedded in the
organization's HRD efforts.

Management and Supervisory Development

An organization’s conscious effort to provide its managers (and potential

managers) with opportunities to learn, grow, and change, in hopes of
producing over the long term a cadre of managers with the skills
necessary to function effectively in that organization.” Management
development is "the education, training, knowledge transfer, and,
ultimately, skills demonstration of those individuals who are defined as
managers by their respective organizations." [72] It is about coping with

69
Managing HRD complexity. Effective management development supports the
organization's mission, strategy, goals, objectives, and market position.

Three main components or strategies used to provide management

development:

Management education
Management training
On-the-job experiences

Supervisory development is designed for front-line managers who work

with and through non-management employees to meet the objectives of
the company and the needs of its employees. [73] It is broader than
management and executive development. Bittel and Newstrom state the
unique roles the HRD and PT personnel play in supervisory development
as follows :

1. Recognition of the innate qualifications, limitations, and aspirations

of supervisors
2. Genuine knowledge of specific competencies required to complete
work assignments
3. Sensitivity to the roles and relationships imposed on the supervisors
by the company
4. Realization of the continuing evolution of the supervisor's role [74]

Skill and Technical Training;The need for skilled workers is increasing.

The various types of skill training required are

• Entry-level personnel need basic and literacy training

• Global economy and multicultural issues need to be addressed

• Professional growth must be supported

• Need to be proactive in the face of changing technology

B) Career Management and Development

Individuals engage in activities to examine their talents and abilities as

part of their career planning. All steps taken to attain this career strategy
are included in career management. The terms "career development" and
"career management" are used interchangeably. Through good training
and development, individuals can advance in their careers.

Organizations are now designing their training and development

programmes not just from an organisational standpoint, but also from the
perspective of individual career advancement requirements.

• Ongoing process by which individuals progress through series of

changes until they achieve their personal level of maximum
70 achievement.
 – Career planning HRD for Employees

– Career management

Succession Planning and Career "Pathing"

C) Organization Development

It is defined as the application of behavioural science concepts to the

organization's intended change. The goal is to improve organisational
performance by implementing changes at both the micro and macro
levels. Team-building, conflict resolution, and other micro-level
adjustments are examples. Structural restructuring, cultural
transformation, and other macro-level changes are examples. HRD
professionals' responsibility is to act as a change agent in the midst of
these developments.

• The process of improving an organization’s effectiveness and

member’s well-being through the application of behavioral science
concepts
• Focuses on both macro- and micro-levels
• HRD plays the role of a change agent

Secondary Functions
They act as support functions and help in the fulfillment of primary
functions. With the changing role of HRD and the challenges of the new
work order these functions help in achieving the overall objectives of the
HRD department

A) Role Analysis and Development

Role studies are very important to the development, training and

professionalization of HRD (Nadler and Nadler, 1969). They may be
used to define a role more clearly so as to avoid ambiguity in the
expectation from that role. This helps to (1) clarify the role for the role
occupant (2) in preparing the role description and (3) reduces role
ambiguity.

B) Employee Orientation

Employee orientation prepares new employees to contribute to the

company more quickly. It's also critical to assist employees in
overcoming the hurdles of coping with radical change and organisational
restructuring, as well as the difficulties of adapting to new work patterns.

Effective orientation focuses on pushing employees to become

productive as quickly as possible and to stay with the company. An
effective and thorough orientation programme is one that addresses the
needs of employees as they go through the organisation.

71
Managing HRD They will be taught about industrial safety, security, health, comfort, and
welfare at first. They will then be informed about the role and tasks that
are required of them. Finally, they would be shown their place in the
team as well as how they may contribute to the organization's goals.

C) Performance Appraisal

Performance appraisal is a method of assessing a person's overall

capabilities and potential in order to make educated judgments for a
variety of purposes, including:

1- Clarifying expectations and reducing ambiguity about performance

2- Improving individual performance
3- Determination of rewards
4- Improving motivation and morale
5- Identifying training and development opportunities
6- Selecting people for promotion
7- Managing careers
8- Counselling
9- Discipline
10- Planning remedial actions
11- Setting goals and targets

D) Potential Appraisal

It can be defined as the process of identifying an employee's strengths

and weaknesses in order to use them as a forecast of future performance.
This would aid in determining an individual's suitability for advancement
and laying up a professional path. The parameters utilised in analysing
performance and assessing potential is fundamentally different.

Assessment Centre’s and Competency Testing

• An assessment center is "a place where standardized selection

procedures are applied, usually to separate management from non-
management candidates and executive candidates from middle
managers." [66] Candidates are evaluated and selected by testing
mechanisms to determine if they are capable of performing
predetermined skills. Others see it as a process where trained
professional evaluators observe, record, and evaluate how a
candidate performs in simulated job situations. [67] In- basket
techniques, leaderless group discussions, role playing, and speech
making are common practices for testing job candidates.

• It is important for an organization to study its jobs to identify and

assign weights to the knowledge and skills each one requires.
Testing people for current job skills, or for attributes or skills needed
72
 for future performance, helps the organization fulfill its strategic HRD for Employees

goals for human resources. Interviews, psychological profiles,

intelligence testing, etc., are sometimes used in competency testing.

E) Counselling

The assistance provided by a manager to his subordinates in analysing

their performance and other job behaviours in order to boost their
effectiveness on the job is known as performance counselling. Only
when a proper performance counselling is followed by a potential
appraisal can it be deemed development-oriented. As a result, the goal of
performance counselling is to determine an employee's growth
requirements based on his or her performance review. It serves a vital
role in HRD by making the performance review process easier and more
effective.

F) Succession Planning

• Succession planning is a systematic identification of employees for

senior management positions. It involves long-term planning and is
often developmentally oriented. Succession planning is likely to
involve input from several managers and recommendations for
experiential assignments to ensure the ability of the candidates to fill
positions as they open . [68]

• A career path is a sequence of jobs, usually involving related tasks

and experiences, that employees move through over time. [69] For
example, a career path in a school setting may include the positions
of teacher, counselor, department head, principal, central office
administrator, and superintendent. Career paths are generally vertical
lines of progression; however, they can include horizontal
assignments as well. This is increasingly the case as management
positions disappear.

G) Participative devices and QWL

•
Health and wellness programs are commonly offered by
organizations and can serve to enhance employee morale and
productivity and to reduce absentee rates and health care costs.
According to the National Centers for Disease Control, more than 60
percent of all disease is caused by lifestyle risks. The most powerful
lifestyle risks are smoking, inattention to diet, lack of exercise,
substance abuse, back problems, mental distress, failure to use safety
belts, and excessive stress. Employees who participate in workplace
wellness programs tend to have better attitudes and behavior,
exhibiting more loyalty, enthusiasm , motivation, and energy. [76]

• Good physical circumstances must be provided in order to bring

about total growth of the workforce. Not only that, but they should
be motivated at work as well. Employees will have a better quality
73
Managing HRD of work life because of quality circles, knowledge exchange, and
participatory forums.

H) Human Resource Information System and Research

• The accurate and methodical keeping of information about each

employee is another secondary role of the HRD department. This
could be utilised for counselling, mining and development, career
planning, and promotion, among other things. This data can also be
utilised as a starting point for employee performance research

4.5 CONCLUSIONS
HRD has evolved as a pivot of most of the HR activities in the organisations.
With the growing relevance and contribution of HRD both at the individual
and organizational level, most of the personnel departments and Human
resource departments have been rechristened as human resource development
departments. Organisations have ambitiously developed Learning and
development centers and have realized the growing relevance of Learning,
organic organisations in the dynamic business environment.

4.6 SELF-ASSESSMENT QUESTIONS

1. What are the primary functions of HRD. How has this role changed over
the years?
2. What are the challenges of HRD and how has HRD evolved over the
years?
3. Why has HRD become the center stage and recognized as an important
subfunction of Human Resource Management?
4. What are the secondary functions of HRD? How do they act as a support
to the primary functions of HRD?
5. Write short notes on the following:
a) Role of HRD professional as a consultant
b) Competency Mapping
c) Succession Planning

4.7 CASE: INFOSYS GLOBAL EDUCATION

CENTRE
Infosys Global Education Centre: Inaugurated in 2005, it is today the
largest training facility in the world. It isto train and mentor professionals
from all around the world.

Some call it the place where engineers are truly made. Those that attend it
call it the best days of their working lives. Training at the Infosys Global
74
Education Center at Mysuru, India, is an experience in learning, dreaming, HRD for Employees

doing and being.

It provides the ;

a) Foundation Program for graduates,

b) internship programs for students, and

© Infosys Leadership Institute

The Foundation Program is the hallmark of Infosys Global Education Center

that enables fresh graduates to become corporate professionals. The program
curriculum comprises over 45 variants of new technology streams including
user interface, user experience, big data, Internet of Things and blockchain, in
addition to the traditional streams like Mainframe, Open Systems, Java, and
Microsoft. Behavioral competencies and niche skills are also part of the
training that has been designed to prepare our people for dynamic business
requirements. The program is closely monitored by top minds at Infosys to
improve effectiveness and constantly keep learners on the edge of next.

Cultures that are worlds apart, unique in their ways yet universal in their
outlook. Strategies for leading enterprises that are changing the way the
world goes around. Research projects that are on the leading edge of digital
innovation. An internship at Infosys is all that, and more.

InStep, the flagship global internship program of Infosys for international

universities, attracts minds across disciplines like management, technology
and liberal arts, with projects ranging from machine learning to the human
facets of leadership.

Whoever said internship is what happens between education and life was
wrong. At Infosys, internships are an education in life, a pathway between
now and next for the talent from top academic institutions around the world.
All while finding a hundred different worlds in India while you find yourself.

Come get a glimpse of next. Open to select 500 engineering students from
computer science and IT disciplines in India, Winternship is our 76-day
internship program that begins in the winter season in December, and
concludes by spring in April.

Winternship offers students an opportunity to complete our world-renowned

training and work on a project, as a part of their academic curriculum. During
the internship, students work on live projects in Hyderabad, Chennai or
Mangalore and earn a stipend.

Mentorship, learning courses on everything from big data to open systems,

working with Infosys employees on projects, soft skills training, you
experience it all at Winternship.

Upon successful completion, interns get a completion certificate and a

priority joining date at Infosys.
75
Managing HRD Contact your institute’s placement office to know more.

Infosys Summer Internship

The Infosys Summer Internship is an exclusive program for management

graduates from select business schools in the country to gain experience of
working at Infosys on live projects and challenging assignments, network
with different teams, get mentored by subject matter experts and leaders, and
to achieve a pre-placement interview opportunity with various business units.

If you are a management graduate from one of our partner business schools
in India, you could be part of the Infosys Summer Internship. It is an eight
weeks internship during which you will work with different teams at Infosys.
Based on the mid-term and final evaluation, top performers will get a pre-
placement interview opportunity with their respective business unit. Contact
your institute’s placement office for more details.

Source: www.Infosys.com/careers/graduates/global-education-center.html

76
 Role of HRD
UNIT 5 ROLE OF HRD MANAGERS Managers

Objectives

After going through this unit, you should be able to:

• discuss the emerging issues faced by HRD professional; and

• enlist role of HRD professionals in organization.

Structure

5.1 Introduction
5.2 Emerging issues faced by HRD Professionals
5.3 Role of HRD professionals in Organizations
5.4 Conclusion
5.5 Self-Assessment Questions
5.6 Case Study
5.7 Further Readings

5.1 INTRODUCTION
HRD managers play a significant role in organizations with the changing
work pattern HRD plays a dynamic role in coping with the changes. In order
to sustain the momentum and develop human resources. HRD professionals
play different roles in organizations. This unit shall focus on the roles of
HRD managers.

5.2 EMERGING ISSUES FACING THE HRD

PROFESSIONALS
It is pertinent to understand the challenges and issues that are faced by HR
managers, especially in the context of the various aspects of the macro and
micro business environment.

The external business environment, defined in terms of political, social,

economic, technological, and legal environment along with the internal
business process, systems, and work culture, poses various challenges to HR
and the organization as a whole.

The challenges include:

1) Encouraging diversity in the workplace

2) Competing in a global economy
3) Reducing competence mismatches
4) Addressing the requirement for persistent independent learning and
77
Managing HRD 5) Promoting organizational learning.
6) Managing the workforce generations
Each of them is discussed in the context of HR implications
Encouraging diversity in the workplace

The workforce has gotten more diversified in recent years, and this tendency
will continue. This includes rising racial, cultural, and gender diversity, as
well as a growing share of the workforce over 55 years old. Second, with the
rise in the number of women in top positions, it is more important than ever
to protect women from sexual harassment. Third, the ageing of the workforce
emphasizes the significance of developing HRD programmes that cater to
both younger and older workers' learning requirements.

Competing in a global economy

Companies must introduce new technology, which need the hiring of more
educated and skilled employees. Successful organisations will use quality
improvement methods and transformation activities in addition to retraining
their employees. To interact and do business across cultures and in other
nations, the staff must learn to be culturally aware.

Reducing competence mismatches

For companies to compete successfully in the global economy, they must be

skilled, and the public education system needs to be reformed. The skill gap
poses serious consequences for American companies.

Industry perspective: “A longitudinal study of information technology (IT)

managers at a Fortune 200 company in the Southwest United States was
conducted to assess the effectiveness of a training program in bridging the
perceived business skills gap for IT employees. A needs assessment was
carried out, resulting in a 4-module training program. The program was
evaluated for its ability to meet specific business skills deficiencies. Student
perceptions were measured both at the time each skill module was delivered
and at the conclusion of the training program with an online survey of all
participants. Based on these results, the authors propose business training
for skills often lacking in technology professionals to bridge the gap between
technical skills training and leadership training.”

The need for persistent learning

There should be an emphasis on learning and improving the skill of the

employee in the organization. Life-long learning can mean different things to
different employees. The challenge for HRD professionals is to provide a full
range of learning opportunities for all kind of employees.

Industry perspective: “Machine learning has not yet succeeded in the design
of robust learning algorithms that generalize well from very small datasets.
In contrast, humans often generalize correctly from only a single training
78
example, even if the number of potentially relevant features is large. To do Role of HRD
Managers
so, they successfully exploit knowledge acquired in previous learning tasks
for subsequent biased learning. Lifelong learning addresses situations where
a learner faces a stream of learning tasks. Such scenarios provide the
opportunity for synergetic effects that arise if knowledge is transferred across
multiple learning tasks. Various algorithms are employed to generalize
consistently more accurately from scarce training data than comparable
‘single-task’ approaches.”

Promoting organizational learning

The facilitation should be done both at the group and individual levels. The
challenge for HRD professionals is to facilitate the transition of traditional
training programs to an emphasis on learning principles and tactics.

Managing Workforce Generations

Another major challenge of HR is managing the generational gaps and

creating the mostappropriate policies in order to keep them motivated and
satisfied. Each of these generation incumbents has various characteristics and
traits, and their behavioural outcomes and be predicted as well as mapped to
achieve superior performance. The various classifications of generations and
their characteristics are duly illustrated.

Table 1: Classifications

Characteristic Baby Generation Generation Generation

Boomer X Y Z
Period 1946 - 1964 1965 - 1979 1980 - 2000 Ab 2001
Formative Post-war/ economic Crises, wars, Economic
event economic and political disasters, and and financial
miracle uncertaintie threats crises, mass
period s and social layoffs and
changes youth
unemployme
nt, the fight
against terror
Attributes Assertiveness, Independen Self- Individualisti
efficiency, ce, confidence, c attitude,
ambition, entrepreneu communicati ego
social rial spirit, ve relatedness,
competence individualit appearance,
y, creativity pursuing
their goals,
no fear of
authority
Working life Above- Adaptability Need a lot of Clear
average , resilience, recognition separation 79
Managing HRD
performance, independent and between
high work, self- attention; work and
professional realization, wishes are private life;
reference, hierarchy actively regular
pronounced skepticism, expressed; working
career and job high hours; leisure
orientation change are willingness time, and
standard to change; family comes
work must first; work is
have a a means to
meaning an end;
Leadership
responsibility
does not
have to be;
positive
feedback is
constantly
expected

Such a classification gives a good perspective of how to manage different

generations, and HR should have a broader view of HR policies suitable for
each generational cohort.

Do’s:

• Trial with mixed-age teams and reverse mentorship programs that

allows older, more experienced employees to connect with and learn
from newer employees.
• Create reward system that suits your workers' life stages.
• Regularly conduct human resources surveys to have a better
understanding of your workers' demographics and requirements.
Don’t:
• Avoid employee affinity groups based on generation – they tend to
perpetuate prejudices.
• Act like a top-down boss by forming alliances with employees of all ages
and encouraging them to voice their ideas.
• Assume you already know how to encourage older or younger colleagues
– ask them what they want from their professional life.

5.3 ROLE OF HRD PROFESSIONALS IN

ORGANIZATIONS
Organizations must anticipate, innovate, and adapt to compete in a rapidly
changing competitive environment. HRD plays a critical role in encouraging
80
and supporting the creation of a learning environment that creates and Role of HRD
Managers
nurtures knowledge in this context.

Knowledge is the most important source of competitive advantage, and

employees are the ones that bring it out. As a result, HRD's tasks and
functions are focused on releasing human potential in individuals, groups,
and organisations through learning experiences that emerge from well-
planned and executed training, education, and development activities.

Operationalizing HRD for Workers

HRD has long been pressed to provide value in its day-to-day operations,
particularly through training and development and organisational
development, but the call to be more strategic (i.e., to have a long-term
influence) has been heard. The following things must be considered in order
to operationalize HRD for employees and make it more dynamic:

First, HRD should consider taking any and all opportunities to demonstrate
that investing in human capital increases the value of the company by
increasing leadership capacity, shared responsibility for on-going
organisational development and renewal, and the ability to change quickly. In
other words, it appears that HRD's initiatives must be evaluated.Second, there
is no better time for HRD professionals to develop human expertise at all
levels, like the present; increase the organization's knowledge and skill
capacity, build collaborative frameworks that empower and encourage
workers, allow individuals to act and think discretionarily and responsively,
and motivate workers to pursue the mission and vision of their organization.
In other words, it appears that HRD is a guiding light for professionalism.

The HRD practitioner in an organization has three main sub-functions. They

are a consultant, a learning specialist, and an administrator.

Role as a Learning Specialist

HRD must provide the necessary learning and growth opportunities for both
individuals and groups in order to assist them in resolving organizational
problems and maximizing organizational change opportunities. This is
accomplished through the following methods:

1. Activities for training.

2. Education and training
3. Educational activities

HRD aids in the organization of learning over a set period of time so that
performance can be improved. Training activities are centered on learning the
skills, information, and attitude required to execute a task for the first time or
to improve present work performance.

Rather than being job-related, developmental activities are geared toward

personal and organizational improvement. The goal of the development
81
Managing HRD activity is to assist the individual by offering learning chances to widen one's
conceptual and perceptual basis in an area that the individual has not
previously encountered. This practise prepares the individual to deal with any
unknown forces of change that may impact the organisation in the future. It
also reflects the HRD's interest in the individual's growth in order to keep
him in the organisation. Such activities boost an individual's value to the
company while also providing opportunities for personal growth and well-
being.

A Human Resources Development Manager’s tasks encompass:

1. Conducting an audit and assessment of learning and development

requirements, as well as establishing a training plan

The purpose of a skills audit is to determine the degree of expertise of

personnel. Such audits aid in identifying gaps in needed capabilities,
allowing for the development of relevant capacity-building activities.
Furthermore, these audits construct an organization's skills matrix and test
employees' current competences against a specified set of skills necessary
for a certain vocation. Skills audits are important tools for mapping out an
organization's competency profiles. This is accomplished by identifying
individual skill shortages, developing skill development strategies and
plans, and enhancing overall organisational ability to fulfil developmental
and constitutional obligations.Destabilizing political dynamics,
organisational structures, and general demographic factors, on the other
hand, tend to make skill audits more difficult to design and implement in
organizations.

2. Managing the organization’s learning systems

Since the late 1990s, the ideas and dimensions of organisational learning
(OL) within an organisational environment, as well as management
practise, have been the most hotly discussed subjects among management
scholars and practitioners. Simultaneously, non-profit organisations
experience fast organisational growth and reorganisation, which results in
substantial organisational changes, making how they learn and what they
do with learned information critical to their progress.Then we implement
the plan and collect feedback after we monitor the process and ensure
effective commitment and completion of the process.

The experiential learning and established systems and processes should be

linked and connected together so that holistic data of organisational learning
may be shared and duly communicated to all. Organisational decision-
making and problem-solving process is benefitted from it. Shared wisdom
and learning are available on a common platform, and there is transparency in
the system.

Online chat boxes, organisational infra-net, and interactive communication

platforms powered by software areupright solutions for such HR
82 interventions.
Role as an Administrator Role of HRD
Managers

HRD practitioners or managers in an organisation must play the following

roles as administrators:

I. HRD long-term and short-term planning; with the growing relevance of

HRD, its strategic role has been further enhanced. Any strategic change
in the organisation, whether the introduction of new technology, joint
ventures, mergers, and acquisition,or going international, requires major
intervention and planning from HR, and it is important to acquire,
develop and retain talent to meet with these challenges

2. Organizing the HRD unit; Involves creating and maintaining both

tangible and intangible assets for management of the organisational
systems and processes. It also Managing facilities and equipment

3. Planning the HRD department's budgetand keeping the short-term and

long-term plans is a very important function of the department. It is
important to have a thorough cost-benefit analysis of the same to justify
the expenditure using various tools and techniques

4. Managing; Acquisition, development and retention of the employees of

the organisation as well as staffing of the HRD department. It also
involves assisting HRD staff in their professional development.
Managing programs and personnel. This administrative duty is identical
to any other managerial function performed by various functional line
managers to ensure the smooth operation of their departments.

5. Establishing mutually beneficial internal and external relationships,

Publicity, Public Relations, and building an overall Employer Brand of
the Organisation

Role as a Consultant
The HRD manager is first and foremost a line manager of a staff-related
organizational unit or department. Second, the HRD manager acts as a
consultant to the company's chief executive officers, assisting line
management in resolving personnel, productivity, and organizational issues.

5.4 CONCLUSION
The role of the HRD department has evolved and gained importance over the
last two decades. Most of the fortune 500 companies have realized the
importance, and most of their strategies have been developed and
implemented, keeping the HRD interventions in the backdrop and proved to
be more competitive than those who did not realize the growing importance
of HRD.

Besides the various functions of human resource management, HRD has

evolved as a specialized sub functionthat basically consists of Training,
83
Managing HRD Development, Career Management, learning, and knowledge management at
various levels in the Organization. The HRD Manager is involved in the
various activities related to it, and he acts as a manager, administrator,
planner, implementer, guide, mentor and counselor.

The multifaceted role of an HRD manager makes it very important and

effective in the overall functioning of the organization and creating a
competitive advantage.

5.5 SELF-ASSESSMENT QUESTIONS

1. What are the challenges for an HRD Manager?
2. How does the role of the HRD Manager differ from HR Manager?
3. What are the basic roles of an HRD Manager?
4. How do various generational characteristics create challenges for an
HRD Manager?

5.6 CASE STUDY

Counselling
Counselling psychology is a psychological speciality that includes research
and is used in a variety of settings, including the counselling process and
outcome, supervision and training, career development and counselling, and
preventive and health. Employee counselling is a technique for identifying
and assisting people who are having technical, personal, or emotional
adjustment issues that are interfering with their work performance.
Case study
An employee in Belgium recently interviewed our worldwide EAP service
during a stressful moment after her spouse was laid off without notice. She
told the counsellor that she felt a lot of strain as the primary breadwinner for
her family, which included her husband and a kid who was applying to
university. She was also concerned about her husband, who appeared
depressed after his construction firm went bankrupt suddenly due to a series
of missteps and financial problems.
She informed the counsellor that she felt forced to work longer hours and
accomplish more at work, despite the fact that her pay would not
improve.She believed it was now vital for job stability, but the increased
stress was affecting her health and that of her family. Our counsellor realised
within a few minutes of listening to the client that the caller was experiencing
anxiousness. She was having difficulty coping with her emotions as a result
of the recent financial adjustments because she had never experienced
anything like it before. Our therapist proceeded to look at self-help practises
that may help the woman relax, acknowledge her feelings, and then deal with
them in a good way.

84
After speaking with the counsellor on that first call, the individual reported Role of HRD
Managers
feeling markedly better and appreciated the convenience of being able to
access counselling support over the phone. The counsellor recognized that a
significant level of progress could be made over the phone, and the client
agreed that short-term, structured telephonic counselling seemed like a good
solution. After five sessions with the counsellor, she reported significantly
decreased levels of anxiety and fear and was actively using the self-help
strategies to move past her anxiety and be the successful mother and
employee she needed to be.

Questions
1. Explain the role of a Counsellor
2. What steps or strategies can be adopted by an HRD department to ensure
that the employees are benefitted from Counselling and wellness
program?
2. How are employee development activities linked to Organisational
Performance?

5.7 FURTHER READINGS/ REFERENCES

References

• Hamlin, B., & Stewart, J. (2011). What is HRD? A definitional

review and synthesis of the HRD domain. Journal of European
industrial training.
• Knight, R. (2014). Managing people from 5 generations. Harvard
Business Review, 25(9), 1-7.
• Keskinen, P. (2020, June). Worker empowerment in the era of sharing
economy platforms in Global South. In Proceedings of the 16th
Participatory Design Conference 2020-Participation (s) Otherwise-
Volume 2 (pp. 30-34).
• Rachaelle Lynn Senior Marketing ManagerRachaelle Lynn, Manager,
S. M., & Lynn, R. (n.d.). What are Cross functional teams? Planview.
Retrieved February 3, 2022, from https://www.planview.com/
resources/ articles/lkdc-cross-functional-teams/
• Reorganization in practice - A case study. TECHCOMMUNITY.
MICROSOFT.COM. (2020, April 6). Retrieved February 3, 2022,
from https://techcommunity.microsoft.com/t5/it-
transformation/reorganization-in-practice-a-case-study/m-p/47405
• Gallo, S., Training Industry, & Wani, S. (2021, May 24). Meeting
workforce demands with blended learning. Training Industry.
Retrieved February 3, 2022, from
https://trainingindustry.com/articles/workforce-development/meeting-
local-workforce-demands-with-blended-learning-a-case-study/

85
Managing HRD • Case study: EAP support archives. Workplace Options. (1970,
September 10). Retrieved February 3, 2022, from https://www.work
placeoptions.be/case_studies_tax/case-study-eap-support/
• Wiego, & Braham, C. (n.d.). Wiego. WIEGO. Retrieved February 3,
2022, from https://www.wiego.org/
• Strategic Human Resource Management: Back to the future? (n.d.).
Retrieved February 3, 2022, from https://www.employment-
studies.co.uk/system/files/resources/files/517_Strategic-Human-
Resource-Management-Back-to-the-future-IES-CIPD-2019.pdf

86
 Competency
UNIT 6 COMPETENCY MAPPING Mapping

Objectives

After going through this unit, you should be able to

• explain the concept of competency mapping;

• describe the models of competency mapping; and
• discuss different approaches to competency mapping.

Structure

6.1 Competency: Meaning and Definition

6.2 Classification of Competencies
6.3 Competency Mapping
6.4 History of Competency Mapping
6.5 Need for Competency Mapping
6.6 Significance of Competency Mapping
6.7 Competency Model
6.8 Competency Ice Berg Model
6.9 Holistic Competency Model
6.10 Approaches in development of Competency Model
6.11 Who identifies competencies?
6.12 Assessment Center
6.13 Conclusion
6.14 Self-Assessment Questions
6.15 Further Readings/ References

6.1 COMPETENCY– MEANING AND

DEFINITION
An individual behaviour, during various life phases is defined in terms of his
traits, motives, values, attitude, Skills knowledge, abilities and habits. These
basically are the competencies that an individual has either imbibed, learned,
acquired or experiences over his life -time. Every profession must recognize
and adhere to its obligations. Every individual receives some resources from
their parents, such as domain knowledge, attitude, and abilities, to help him
or her fulfil his or her professional tasks. These skills, knowledge or behavior
that one already possess or acquires through learning is known as
competency. Competence is a behavioural trait of a person. Competency is
defined as a mix of causal abilities, subjective knowledge, and applied skills
that results in successful performance. Dictionary refers competency as “the
quality or state of being competent”. One must cartel oneself with
87
Managing HRD competencies to form a formidable combination, and assess various
combinations of these in order to produce competent results.

Personal-related competencies to work-role-related abilities can be

considered as a continuum of competencies (Rifkin et. al., 1999).
Individually entrenched core competency is closely linked to institutional
competitiveness (Lathi, 1999). Its notion, characteristics, and contexts have
an impact on the functions of staff selection and development, organizational
development, and competency management. Professional competence is
defined as the ability to combine personal resources (knowledge, talents,
experiences, emotions, attitude, and so on) in order to generate competent
action (Lustri et.al, 2007). Competencies “enables organization to build their
competitive advantage by providing a framework for the human resource
function to focus its efforts in developing the capacity of employees” (Munro
& Andrews, 1994).

David McClelland (1973), proposed the idea of competency as “a term used

to challenge traditional criteria of assessment which had emphasized
intelligence evaluation”. The contextual use of required competency and
organizational requirement both reflects the significance of terminology.

Many scholars have presented competency in different ways. Some of are

presented in the following table.

Table 1: Definitions of Competency

Sr. Definitions Reference

no
1 “A Competency is a set of skills, related knowledge Unido (2002)
and attributes that allow an individual to successfully
perform a task or an activity within a specific function
or job. Competencies emphasize on required
attributes and activities for an institution to be
successful.”
2 “A cross-functional integration and co-ordination of Javidan
capabilities.” (1998)

3 “The set of behavior patterns that the incumbent Woodruffe

needs to bring to a position in order to perform its (1993)
tasks and functions with competence.”
4 “Competencies are generic knowledge, motive, trait, Hayes (1979)
social role or a skill of a person linked to superior
performance on the job.”
5 “A capacity that exists in a person that leads to Boyatzis
behavior that meets the job demands within (1982)
parameters of organizational environment, and that, in
88
 Competency
turn brings about desired results.” Mapping
6 “Competencies are personal characteristic that Albanese
contribute to effective managerial performance.” (1989)
7 “• Competency: A person – related concept that Woodrufee
refers to the dimension of behavior lying behind (1991)
competent performer.
• Competence: A Work – related concept that refers
to area of work at which a person is competent
• Competencies: Often referred as the combination of
the above two.”
8 “Underlying Characteristics of a person that results Ansfield
in a effective superior performance.” (1997)
9 “Competencies are definition of skills and behaviors Rankin
that organization expects their staff to practice in (2002)
work.”

Mansfield (2004) has presented a broader view of competency with words –

“competent people are those who followed rules and procedures without
question – competency meant compliance that stressed over the need for
personnel to take more responsibility and adoptability”. He also
acknowledged three different usages of competency:

1. Use to describe what people need to be able to do with employment;

2. Use to describe what currently happens;
3. Use to describe what people are like.

Therefore, competency is integrated with performance and selection,

development, and assessment of candidate/employee. Competencies are
knowledge, skills, abilities, attitudes, or conduct that characterize superior
performance in a certain setting (Anna & Judith). Thus, personal traits might
include mental/intellectual/cognitive, social/emotional/attitudinal, and
physical/psychometric aspects required to do the work (Lucia &Lepsinger,
1999). By adding significant values to an institution's vision, purpose,
strategies, and goals, they become performance standards. The word
competence differs in actuality owing to the underlying usage of
epistemological assumptions.

In general, two methods are apparent in the literature: 1. Behavioral analyst

(Rationalist) 2. Subjectivist (Constructivist) (Boon and Van der Klink, 2001)
Competence, according to the rationalist viewpoint, is a specific collection of
traits employed in doing a work (Sandberg, 2000); competence has been
described in two ways: Work Oriented Approach and Task Oriented
Approach (Raven, 1984). Furthermore, the subjectivist approach is founded
on subjective epistemology, which regards the worker and work as one thing
via the existing experience of employees. This is concerned with the
relationship between the individual and the work.
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Managing HRD
6.2 CLASSIFICATION OF COMPETENCIES
Boyatzis (1982) has made a reference of threshold competencies and
differentiating competencies

a) Threshold competencies; These are essential competencies, generic

knowledge, motive self -image , social role or skill which is essential to
perform a job , however do not distinguish superior performance from
average performance. Thus it is not causally related to superior
performance

b) Differentiating competencies; These are competencies that distinguish a

superior performer from an average performer. For example leadership
qualities of a sales person viz; ability to take risk, achievement
orientation and interpersonal abilities may lead to superior performance.

The competences are further classified as:

A. Technical or functional

• Business Awareness- A set of characteristics necessary to make

corporate judgments in order to achieve business objectives.
• Organizational Awareness- Must have a solid understanding of
essential business facts such as short and long-term objectives,
product expertise, responsibilities, and interactions at departmental
level.
• Technical Skills- Through operational expertise required to
accomplish job obligations.
• External Awareness- Should be well-versed in various market
dynamics, new government legislation affecting the business, and
competitor policies.

B. Managerial skills

• Customer oriented- The capability to recognize, fulfill, and surpass

the expectations of customers.
• Planning Skills- Aspects essential for understanding the
requirements of various actions to be conducted in order to achieve
the intended goals.
• Cross Functional Perspective- A necessary characteristic for being
aware of one’s own job in connection to different functions within
the business.
• Concern for Excellence- Able to bring out the best in teamwork
and interpersonal relationships inside the business.
• Judgment- The ability to make rapid, rational judgments in unclear,
confusing situations requiring a high level of intuition/judgment is
required.
90
 • Leadership- Attribute essential for assuming responsibility for Competency
Mapping
achieving the intended goals.
• Delegating authority and assisting organization-subordinates with
coordination. Required attribute for subordinates to be effective in
their given jobs and contribute to the organisation.
• Risk Taking- The ability to own up to a mistake and take the
necessary actions to correct it.
C. Human Attributes:
• Communication- The ability to communicate and transmit
messages to all levels of the company in a concise way. Should be
able to communicate well both orally and in writing.
• Teamwork & Interpersonal Effectiveness- Attribute essential to
influence group or teamwork in order to achieve team objectives.
• Integrity- Give voice to what you can and commit and deliver.
• Transparency and focus while interacting with people.

This is however not an exhaustive list and depends upon the type of sector,
industry and organization. The various external and internal environmental
factors and the competitive level also creates a various systems, processes
and work culture. With globalization and integration of different work
systems have creating new challenges and skill sets required by and
organization. Cross cultural integration and issues related to diversity
management are important aspects of human resource systems. This defines
the type of human capital required both quantitively and quantitively.

Organizations have long been concerned about the competency of their

employees for obvious economic and business reasons. Performance is the
slogan of today's commercial organisations, according to (Kodwani, Amitabh
Deo 2009). People with the necessary skills can outperform others. Superior
performance is dependent on having the right competencies. Nowadays, most
corporate organisations are grappling with the problem of competence
mapping, which is essentially the attachment of an individual's ability that
leads to behaviour and the organizational/job demand. Competency Mapping
can be a very important tool and an aid in career development, Talent
Management and succession planning for an organization. The performance
of a company is mostly determined by the quality of its people resources.

6.3 COMPETENCY MAPPING

Competency mapping is a method of identifying core abilities in individuals
necessary for efficient performance in an organization or profession.
Competency mapping is also described as defining a profession and an
individual's behavioural competencies for an institution or organization. The
goal of competence mapping is to identify the abilities necessary to meet job
role criteria as well as institutional performance. Competency mapping is
91
Managing HRD followed by competency diagnostic to examine the institution's current
competency profile in terms of desired competencies (Devkar, 2013).

6.4 HISTORY OF COMPETENCY MAPPING

Arya Chanakya, a well-known royal counsellor and prime minister from
Vedic India, wrote the Arthashastra, which is said to be the first work on
competence mapping. The book includes competence mapping models,
human aptitude thesis and theories, intelligence quotient, emotional quotient,
and everything else connected to human behaviour in terms of work,
reasoning, and emotions. David McClelland, an American management guru,
is credited with launching the global competence movement. His landmark
writings "Talent and Society," "Achievement Motive," "The Achieving
Society," "Motivating Economic Achievement," and "Power the Inner
Experience" revealed various new aspects of competences. The
Competencies explained by McClelland dealt with the emotional sphere. The
article published in American Psychologist in 1973 by McClelland, wherein
he presented that traditional achievement and intelligence scores may not be
able to predict job success and that what is required is to profile the exact
competencies required to perform a given job effectively and measure them
using a variety of tests was a turning point for the competency movement.

McClelland went on to suggest that the strongest indicators of exceptional

on-the-job performance were underpinning, enduring human attributes he
referred to as competencies. Since then, McClelland's conclusions have been
cross-culturally corroborated by McBer's and later the Hay Group's 30 years
of global competence study. As a result, the origins of competence may be
traced back to the early 1970s, when industrial psychologists and human
resource managers were looking for ways to predict effective performance.
Richard Boyatzis (1982) and his book The Competent Manager are credited
for coining the term competency and its rapid ascension to corporate
terminology. Spencer & Spencer, who furthered Boyatzis‘ original work
define competency as an “underlying characteristic of an individual that is
causally related to criterion referenced effective and/or superior performance
in a job or situation”(Spencer, 1993: 9). Gerald Bareeett and Robert Depinet
published their work A Reconsideration for Testing for Competence . Rather
than for Intelligence, they contended that while McClelland and his
supporters had felt for 18 years that Intelligence testing should be replaced by
competency-based training, they had not been able to present any
professionally acceptable empirical evidence for the very same. Many
interpretations and new labels have emerged in recent years as a result of
popular usage of the terms competence and competency (Strebler et al.,
1997).

In India Academy of HRD in Ahmedabad , TV Rao Learning Systems and

SHL (India) were pioneers in designing, implementing and conducting
assessment centers in Indian organisations, thus developing Competency
92
models for them. With the development of assessment centers, Indian Competency
Mapping
organisations have evolved.

6.5 THE NEED FOR COMPETENCY MAPPING

Human resource management is the process of managing employees and the
organization simultaneously in order to attain shared goals. It is no longer
feasible to present a strong operating or financial report lest the employee
interactions are in excellent shape. Over time, competent and knowledge-
based employment have increased while less proficient jobs have decreased.
This necessitates future skill mapping via adequate HRM activities. Because
of the worldwide alignment of Indian enterprises, there is also a shift in
management philosophy, systems and cultures. Thus, Multi-skill
development is required. The role of human resource management in
identifying and mapping the competencies is becoming increasingly
significant.

“The process of defining core abilities for a corporation or organization, as

well as the roles and activities inside it, is known as competency mapping”
(Reference). Competency mapping is a necessary and crucial task. A well-run
business should have clearly outlined positions and a list of competences to
efficiently fulfil each function. Competency mapping analyses an individual's
SWOT for a better understanding, which aids in his professional progress.
This highlights the need for further knowledge to be developed. In order to
remain in today's competitive environment, every industry is striving for
maximum efficiency and effectiveness. Industry is divided into two
categories: manufacturing and service. They work tirelessly to increase their
system's efficiency. All strategies and tactics for enhancing the performance
and productivity of their operations point to one fundamental aspect - "Skill
and Competency." As a result, skills and expertise become a key area for
businesses seeking to improve their performance. Every business, notably the
manufacturing industries, places a premium on talent and ability. Any
manufacturing organisation that wants to improve their performance must
delineate the level of skill of its employees. Talents mapping is a strategy for
researching and assessing the skills of the individuals involved. It is a
thorough method of determining a person's ability level. Skill mapping
produces a result that not only describes a person's skill level but also reveals
grey areas where progress may be achieved through training or other ways.
Thus, skill mapping is quickly becoming a catchphrase for every sector
looking to reinvent itself in order to compete in today's market. It is gaining
popularity, and many businesses are demonstrating a serious interest in
implementing it to increase their efficiency. Organizations are drastically
changing their approach to having multi-talented workforce who only knows
one skill. Companies want to know what their workers' current skill levels are
so that they can train and improve the performance of the employees. This is
where skill mapping comes into play, which, in addition to mapping talents,
aids in defining strategies for the company's multi-skilling programme.
93
Managing HRD With increased importance placed by corporations on higher productivity
norms, cost-cutting, operational efficiency, and managing with fewer
employees than previously, competency becomes the most important
yardstick for all Human Resource – related decisions such as recruitment,
adaptation, growth & development, and promotion. The competency
approach is concerned with connecting company strategy with efforts put in
at individual performers. It also encourages people to build abilities that can
be applied in a variety of work circumstances rather than being restricted to a
single position. Employee development focuses on improving capabilities
rather than preparing people for new positions. As a result, they will be able
to build skills that will be helpful throughout the company as it develops and
progresses. Competency mapping examines an individual's qualities and
shortcomings so as to assist them better understand and choose where to
focus and put efforts for professional development .Competency mapping can
be done for both permanent employees and contract workers of an
organization, or for individuals looking for work to highlight the precise
abilities that would make them useful to a future employer. When a person is
prepared to accomplish the task, these types of skills can be determined.
Competency mapping is one of the most accurate techniques of ascertaining
an individual's work and behavioural competencies in an organization.

The delineating of competencies is essential for supporting business vision or

strategies. Competency Mapping creates objectives for securing excellent
performance; it is a systematic technique to enhance professional growth,
increase job satisfaction, and lower the turnover intentions in context of
employees. It improves the efficacy professional development program by
tying them to success indicators (i.e., behavioural criteria of
accomplishments). It gives a standard structure and vocabulary for addressing
how key initiatives should be communicated and executed. It establishes a
shared apprehension of the scope and responsibilities of a certain function. It
establishes consistent, organizational-wide criteria for career levels, allowing
people to advance across company borders. Competency Mapping defines
performance criteria to increase the accuracy and convenience of recruiting
and selection. It establishes a solid platform for discussion between the
management and the employee on performance, growth, and career-related
issues. Skill Mapping defines the success criteria that employees must meet
in order to be successful in their position. It also allows for a more detailed
assessment of individual abilities, as well as the specification of targeted
areas for professional growth Seema's (2007).

6.6 SIGNIFICANCE OF COMPETENCY

MAPPING
1. Competency Mapping enables the finding of subjective knowledge and
skills, behaviour, and capacities necessary for current and future
workforce selection in accordance with institutional priorities aligned
with changes.
94
2. The analysis can assist in developing workforce development programs Competency
Mapping
to close the existing gap between competences required for job roles or
institutions.
3. Once competences are determined, an institution can assess the
appropriate training program.
4. Understanding work domains where there is a gap between actual and
projected outcomes can help enhance key performance areas.
5. Mapping employee or organisational skill gap analyses with relevant
learning objects is critical for developing the proper learning paths and,
as a result, the appropriate capabilities of workers or organisations
(Draganidis et. al., 2008).
6. Competency mapping and the accompanying gap detection process
provide the institution with tools that allow them to focus on specific
knowledge areas and abilities that require immediate attention.
7. Assist in the development of competencies throughout the career
planning phase.
8. Competency mapping is a function of HRD/OD, aids in staff selection,
growth, and performance evaluation in the university teaching
profession.
9. The government institutions/organizations are always working to
improve institutional standards, educational quality, and instructor
effectiveness.
10. The established competency mapping scale will be a highly valuable tool
in Employee self-development initiatives
The competency scale for employees will aid in understanding the influence
of competency mapping on organizational performance, and understanding
competency mapping is critical in and of itself. Every organization aspires to
be a leader in its functional sector; similarly, an organization should have
clearly defined job duties and the competences required to accomplish the job
effectively. A well-structured Competency Mapping Scale would enable
organizations to identify individuals' strengths and weaknesses in order to
assist stakeholders in the organization and better understanding themselves
and developing development plans for the same.

6.7 COMPETENCY MODELS

Competency Models or framework is a complete collection of competency
clusters, competencies and behavioral indicators. It integrates all the
behavioral indicators that apply to various positions at all levels in an
organization. It thus encompasses as aspects of individual roles, and thus the
expected behavior is defined and communicated to the employees how it is
related to the overall objectives of the organization. The degree of
proficiency in each skill of the individual is measured against a performance
benchmark specified by the relevant institution.
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Managing HRD Proficiency is denoted by how such a particular competency a role holder
must have, by which he will be able to produce superior results. Thus it is
important to create consistent proficiency levels, which are used to rate and
compare an individual in different jobs/roles in an organization. Generally
five levels of proficiency are defined:

1) Beginning; The employee response is reactive by nature

2) Elementary; Within his own zone of influence and control an employee
responds satisfactorily and is aware of his requirement.
3) Intermediate; The employee makes effort to exceed beyond the required
expectation, has a broader perspective, responds to all situations,
analyzes it and performs above the required standards
4) Advanced: employee proactively responds to all situations and generally
performs consistently above the requirements of standards
5) Expert: shows exceptional foresight creates a motivating , learning
environment to deliver exceeding the desired level of performance

Each proficiency level is specifically defined through behavioral descriptors,

which have a logical hierarchy so that higher proficiency leads to or depicts
higher competency.

6.8 COMPETENCY ICE BERG MODEL

It might be useful to conceive about competencies as an iceberg. Technical
expertise are at the top - the section visible above the waterline . Behavioral
competencies are below the surface - they are more difficult to measure and
sometimes more difficult to acquire. Behavioral competencies are indications
of how a person perceives himself or herself (self-image), how he or she
generally behaves (traits), or what motivates him or her (motives).

• Skill: - A person's ability to perform something well is referred to as

their skill. For example, excelling at Microsoft Word.

• Knowledge: - Information that a person applies in a certain field. For

example, at a restaurant with an international clientele, this may
distinguish an exceptional waiter or waitress who speaks many
languages from his or her mediocre counterpart.

• Self-image: A person's perception of his or her own identity, personality,

and value. For example, perceiving oneself as a leader or a person
development. A trait is a characteristic of a person's conduct. Being an
excellent listener, for example.

• Motive: - What motivates someone's action in a specific area (an

underlying need for achievement, affiliation or power).

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 Competency
6.9 HOLISTIC COMPETENCY MODEL Mapping

Porvaznik (2013) proposed a holistic approach for developing competence

models. The holistic model of managing competence emphasizes the need of
evaluating managerial competence holistically, that is, by examining each
manager's knowledge capacity, application skills, and social maturity. Using
the comprehensive concept of competency, we may avoid selecting managers
who are under-qualified, causing them to perform incompetently.

Porvaznik (2013) offered the following procedure:

Formula HQ = f (SQ, AQ, KQ)
Where: HQ = Holistic competence
SQ = Social maturity, SQ = SQ1, SQ2, SQ3, SQ4,
AQ = Application (practical) skills, AQ= AQ1, AQ2, AQ3, AQ4, AQ5
KQ = Knowledge ability, KQ = KQ1, KQ2, KQ3, KQ4
Box 1: Holistic model

SOCIAL MATURITY
SQ1 = Character and will quality.
SQ2 = Perception and creative quality.
SQ3 = Temperament and emotional quality.

APPLICATION SKILLS KNOWLEDGE ABILITY

AQ1 = Ability to communicate. KQ1= Knowledge about the objective of
management.
AQ2= Ability to motivate. KQ2= Knowledge about the function of
AQ3= Ability for team work. management.
KQ3 = Knowledge about the information
AQ4= Ability to lead a team and to lead a of management.
meeting. KQ4= Knowledge about the system of
AQ5 = Self and time management. management.

Source:”Future of HRD”, Dr. T.V. Rao, Reprint-2004, Macmillan India Ltd.

Three pillars of holistic model consist of:

1. Professional (Knowledge) ability, i.e. knowledge-based capabilities

(KQ), which show the degree of professional skills and managerial
domains. They are also identified by their functional capability.
2. Social Maturity (SQ), which is comprised of an individual's personality.
Social Maturity is a difficult concept to grasp. SQ should be synonymous
with socially responsible, ethical, humane, and personal moral.

97
Managing HRD 3. Application Skill (AQ), also known as practical skills, tells us whether
the manager knows what to do and how to do it in the business. It
describes It describes the manager's capacity to use information in his or
her job.

6.10 APPROACHES IN DEVELOPMENT OF

COMPETENCY MODEL
Basically there are two approaches in Competency Modelling

a) Job Based approach

b) Competency based approach

In a job-based approach, the competency clusters are identified for a

particular identified job position or role. Thus, it starts with job analysis, thus
identification of Knowledge, skills and abilities required for an effective job
performance. Thus, it leads to identification of threshold competencies for
effective performance

On the other-hand Competency based approach starts with observable

behaviors along with behavioral indicators for superior performance.
Behavioral indicators are grouped into different competencies. So what is
important is what are the behaviors that are important.

Developing a Core Competency Model for an Organisation

Is a model is too generic consisting of general statements, it will not provide

enough guidance either to mangers or to the employees. On the other- hand a
too detailed model seems very bureaucratic, time consuming and looses
credibility.

The core competency model is based on Vision, Mission and value system of
an organization.

Step 1: Profiling of the organization: It is important to understand the

organization vision, mission, core values, strategic plans and objectives, key
business processes, product profiles, key financials, customer profiles
competitions, general business environment.

Besides the macro aspects, understanding of the organization in terms of its

structures, processes, functions, systems , functional and reporting structures,
different levels, designations, span of control, job description and job
positions become very important.

A visionary interview of the top leaders and executives maybe duly taken to
understand the future road map and expected outcomes including defining the
goals and objectives

Step 2: Roles/Jobs profiling: A detailed job Analysis maybe done which

includes both job description defined in terms of knowledge, skills, abilities,
98
attitudes, values, habits, motives and traits. Along with it a list of most Competency
Mapping
relevant competencies maybe drawn and the expected behaviour for each role
is prepared.

Step 3: Identification of performance Indicators. This is done in two or

three stages

First based on the performance data and performance appraisal form and
other related documents are studied to understand what are the indicators of
high performance in the organization and what constitutes low performance.
Next stage is to identify the criteria for judging superior performance for a
job/role. A group of specialist or expert along with HR team can define the
performance criteria of superior performers for different roles in the target
group.

The performance criteria may also be then classified into sets of sample of
low, below average and outstanding performers based on performance review
assessment. Subsequently using critical incident interview or through
surveys, expert panels and/or behavioral event interviews , data maybe
collected about different competencies or behavior displayed by superior
performers, but not by below average performers.

Step 4: Superior perspective of performance

Once the overall view and the data has been collected through various
secondary sources and experts , , next stage is to take the interview of the
reporting officers of the targeted role holders for whom the competency
model is being deployed. The reporting officer should be at least one level
above in the hierarchy. Thus an overall perspective on various competencies
maybe duly collected

Step 5: Compilation

This is the most cumbersome, complex and tiring exercise. All the
individuals involved in the exercise will jointly go through records,
interviews transcripts and data collected and identify behavioral indicators
responsible for superior results. Normally there will be many duplications,
overlapping or misleading indicators.Thus at the end the behavioral
indicators which are important for achieving superior performance is
identified by the team. Thus around 60-80 behavioral indicators are identified
for a particular competency.

Step 6: Defining Competency

These identified indicators are further narrowed down to 10-15 broad

competencies and each competency will have five to six behavioral
indicators. The experts will further study each item to eliminate duplications
and compare language and intent. Thus, based on the analysis, behavioral
indicators with similar intent or characteristics are clubbed together under
different heads
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Managing HRD Step 7: Finalization and Validation of Model

Next step is final review validation and fine-tuned. The revised model will
have 8-10 competencies and four to six behavioral indicators under each
competency

6.11 WHO IDENTIFIES COMPETENCIES

Competency mapping is an activity that may be completed by a large group
of individuals. Nowadays, all business schools, especially those that
specialize in human resources, teach students about competence mapping.
These competences may be developed by anybody with a Master's degree in
management or social sciences, or by anyone with equivalent experience and
training. It is critical to have a conceptual background and understanding of
the company. Knowledge of Business, Organizations, Management, and
Behavioral Sciences is advantageous. HR Managers, Management Graduates,
and Applied Psychologists are all well-qualified for the job. Most universities
that specialize in human resources teach applicants to accomplish this.

Competencies can be identified by one or more of the persons listed below.

1. Experts in the particular field

2. HR Professionals
3. Job analysts
4. Psychologists
5. Industrialists
6. Line Managers
7. Current & Past leaders
8. Supervisors
9. Reporting and Reviewing Officers
10. Internal Customers

6.12 ASSESSMENT CENTRE

The assessment center technique to selection was first used in the military
and afterwards in the corporate sphere.The search for a dependable technique
of recognizing persons who possess specific knowledge, skills, talents, and
personality attributes is not new. Assessment center outcomes are
increasingly being utilised to determine the type and sequence of
developmental activities done by human resource functions. Typically,
assessment centers give a profile of each individual's strengths and
limitations.

The assessment center is not a physical location, or structure. In practice, an

assessment centre is just a tool or procedure that organizations employ to
100 choose qualified individuals for certain roles. The assessment center is a
project strategy that uses several tools and assessors to evaluate or grade Competency
Mapping
personnel on certain criteria. Candidates for management and executive
positions are frequently required to attend an assessment centre, which may
take several days and consist of a combination of individual testing,
evaluation, and group-based exercises. The Task Force on Assessment Centre
Guidelines adopted the following definition of the assessement centre (Task
Force Assessment Center Guidelines 1989):

‘An Assessment Center consists of a standardized evaluation of behavior

based on multiple inputs. Multiple-trained observers and techniques are
used. Judgments about behavior are made, in major part, from specifically
developed assessment simulations. These judgements are pooled by the
assessors in a meeting among the assessors or by a statistical integration
process. In an integration discussion, comprehensive accounts of behavior
and often ratings of it are pooled. The discussions result in evaluations of the
performance of the assesses on the dimensions or other variables which the
assessment center is designed to measure.’

Designing an assessment center: There are various steps involved in

designing a full-fledged assessment centre. These are:

a) Deciding the purpose; Numerous organizations implement assessment

centres for a specific reason, such as selecting a candidate, whether
externally or internally, as input for talent management, succession
planning, or identifying developmental needs for a group of individuals.

b) Identifying the characteristics or dimensions to be measured; Each

competency in the competency model is characterised in behavioural
terms as a mix of knowledge, aptitudes, skills, habits, values, abilities,
qualities, and motivations. The assessors at the centre make choices
based on the behaviours shown by the participants in comparison to the
behavioural indicators provided for the role's various skills. The
applicant earns a higher rating if he or she exhibits behaviours that are
comparable to those necessary for the post.

c) Identifying the assessment tools and techniques; Multiple assessment

approaches are employed at an assessment centre. Tests, interviews,
questionnaires, psychometric surveys, and simulations are examples of
these. There are several assessment techniques or tools used in the
assessement centre. The most common ones are:

• In basket exercise
• Role play
• Leaderless group discussion
• Behavioural event interview
• Oral presentation
• Written case analysis exercise
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Managing HRD • Simulation games
• Inventories, instruments, scale, questionnaire, etc.

d) Establishing linkage with characteristics and competencies; In most

cases, the tools employed in assessment centers measure more than one
attribute. In reality, most positions are quite complex in terms of
activities, and various influencing elements affect the role's ability to
provide better results. As a consequence, it is critical to understand the
aims and purpose of each tool. The selection of the appropriate tool is
dependent on which competencies or traits will be measured by which
tools. The assortment of tasks and tools appropriately measures the main
competencies.

Table 2: Cross-tabulation of Competencies and Assessment Tools

Competencies Assessment Tools

In- Group- Case Interview Psychometric Role
tray Discussion study tool Play
Problem   
Management
Planning   
Monitoring      
&Controlling
Decision    
Making
Customer   
Management
Communication  
Skill
People    
Development
Team 
Management
Relation   
Management

e) Pilot Test for Validation; To validate the design, a pilot run in two or
three assessment centres is required. The primary goal of the validation
exercise is to determine whether the chosen techniques and procedures
accurately measured the competencies they were designed to measure.
The second aim is to test tool comprehension by the target demographic
for whom the assessment centre was created. The third goal of validation
is to ensure the right sequencing of tool administration, the time given

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 for participants to respond to distinct tasks, and the fine-tuning of the Competency
Mapping
assessment tool rating criteria.

f) Design of Assessment Formats; Assessors are supposed to notice and

document essential behaviours displayed by candidates before evaluating
such behaviours against standard assessment templates. As a result, it is
critical to equip each assessor with a methodology for documenting and
analysing the candidates' behaviours. The formats' design is determined
by the competencies to be evaluated and the tools used. These formats
often include an operational explanation of the attributes to be assessed,
a checklist of expected behaviours, a space to record relevant behaviours
demonstrated, and a competency evaluation.

All competencies are specified using levels in a competency framework.

Each description often shows the associate's expected behaviour if he is rated
at that level.

1. Behavioral Anchored Rating Scales (BARS): A BARS detects

observable behaviours that differentiate between effective and bad
performers and assigns them a point value on a scale. The applicant's
shown behaviour (e.g., role-playing, oral presentation, inbasket) or
previously documented behaviour (e.g., behavioural interview, reference
checks) is contrasted to these cases and suitably appraised. The scale's
content is developed from a job analysis and is based on responses to
major job events or situations. Developing a BARS Scale Using subject
matter experts, identify instances of work performance practices
exhibiting varying levels of efficacy ranging from ineffective to
extraordinary for all parts of the job. These are only key indicators. It is
not required to include an exhaustive list of every possible criterion.
Behaviours can be recognized when doing the job analysis to identify the
qualifications and competencies.

2. Interviews - Interaction between the interviewer and the candidate

constitutes the interview approach. Because the interview is one of the
most prevalent means of human interaction, considerable attention must
be made before, during, and after the interview, as the aim of the
interview should not be overlooked.

3. Questionnaire - A questionnaire can be employed at any level of

development. Questionnaires are frequently used to identify usability
concerns. It is one of the most convenient approaches for mapping
competencies. Questions should be pertinent and concise.

4. Psychometric Tests - It is a common tool for assessing behaviour. These

examinations assess a person's ability to acquire a certain degree of
proficiency. Language usage, arithmetic computation, reasoning, and
image utilization are all included.

5. Critical Incidents - A critical incident is a systematic technique for

identifying behaviours that contribute to the success or failure of 103
Managing HRD individuals or organisations in a specific scenario. First, a list of
acceptable and unacceptable behaviours for a certain job role is created.
The person in charge then assigns them a rating based on their actions. A
checklist for good and negative conduct is created based on these ratings.

6. Gap Analysis - Actual performance is compared to the predicted level of

each competency using a gap analysis which is also described a
mathematical model. A skill is compared to all other skills, or various
combinations of skills are compared to a main skill, by comparing
outcomes in the presence and absence of that skill. This strategy aids in
determining which competencies are more significant and which are less.

Other methods may include:

Group discussions; Wherein a group of individuals deliberate on an issue

and in the due course, various inherent aspects of the personality may be
gauged and the perspective an aspect can be duly assessed in the context of
the identified competencies and the related behavioral intent.

Role plays: Role play is a technique in which the applicant is given a part in
the form of a case or script of a circumstance and is asked to cut out the role.
Role playing is a spontaneous human interaction in which realistic behaviour
is displayed in artificial or simulated situations.

Cases Studies/Exercises: A case study is a descriptive record of a real-life or

simulated event that takes the form of an incident or a case. In a case study,
the candidate is supposed to imagine himself as the person in the scenario
and then come up with a solution for which he must assume responsibility.
To create a case study for an assessment centre, it is essential to keep in mind
that the case study should be related to the type of work, expertise, and
experience of the role holder to a greater extent.

6.13 CONCLUSION
Competency mapping is one of the most accurate methods of determining an
individual's work and behavioural competencies in an organisation.
Fundamentally, training and development is the process of imparting
information, skills, values, and attitudes. Organisations nowadays typically
deal with the overlapping challenges and sometimes competing needs of the
real world, such as enhancing employees skills, retaining the employees,
engaging the employees, raising finances, and also creating provisions for
employee well-being. Leaders have a responsibility to balance and fulfil the
needs of important constituencies while also pushing advanced domain
knowledge and comprehension in situations when knowledge acquisition is
not the primary objective of education but the usefulness of gained
information is. Understanding the human aspect of any organization, the
relational dynamics at work, and channelling talent toward the attainment of
profession's aims is difficult in the current situation. According to the
findings of the some prior studies, competence mapping is the most important
104 activity for addressing the aforementioned difficulties in the direction of
professional development of employees. A competence mapping scale helps Competency
Mapping
organizations to manage and enhance the abilities and attitudes of their
professionals, as well as to recruit the most qualified candidates and to plan
effective succession. To build a competence mapping scale for staff, the
issues of competencies connected to that particular profession, various
categories of competency necessary for that profession, and variables
impacting these skills must be investigated. And, as a result of this,
companies will be able to identify and map the capabilities, as well as offer
approaches for developing the necessary competences for the succession
planning. Since the effectiveness of human resources is critical to the success
of any profession. As a result, a competency mapping scale for the various
professions should be developed. The Importance of Competency Mapping
Scale Competence-based selection soughts to identify individuals who
possess psycho-social characteristics linked with greater performance
(McClelland, 1973). These persistent characteristics have an impact on both
work performance and the ability to acquire the information and skills
necessary for effective job performance.

6.14 SELF-ASSESSMENT QUESTIONS

1. How has the concept of Competency Mapping evolved and why it is
relevant for Organizations and employees?
2. What are the various subsystems of HR which are directly, indirectly
linked with Competency Mapping?
3. What are the various steps in Competency Mapping? Who are eligible to
carry out the process?
4. What are the challenges for organization during Competency Modelling?
5. What are assessment centers? What is their relevance and basic objectives?
6. What are the various tools and techniques for competency mapping?
What is the relevance of using a combination of the various tools and
techniques?
7. What are the various approaches in developing a Competency Model?
How is Job Based approach different from Competency based approach?
8. What are the main pillars of Holistic Competency Model?
9. What are threshold and differentiating competencies? How are various
competencies classified?
10. How is competency Mapping in a Small Scale industry different from
larger organization? What process can be adopted to create a
Competency Model for an auto ancillary unit employing 100 employees
consisting of senior, middle and factory workers under the supervision of
floor junior level managers?
11. There is an urgent need for effective steps for recruitment at middle level
and a succession planning matrix is to be duly created. Suggest the unit
as an external consultant.
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Managing HRD
6.15 FURTHER READINGS/ REFERENCES
• Yuvaraj, R. (2011). Competency mapping. International Journal of
scientific & Engineering research, 2(4), 53-72.
• Chouhan, V. S., & Srivastava, S. (2014). Understanding competencies
and competency modeling―A literature survey. IOSR Journal of
Business and Management, 16(1), 14-22.
• Competency Mapping for Superior Performance; Getting the
maximum from your Talent,2011, Dr Sarban Mukherjee, Tata
McGraw Hill Education Private Limited, New Delhi
• Gillani, S. W., Sam, K. G., Gebreigziabher, F. B., Al-Salloum, J.,
Assadi, R. A., & Gulam, S. M. (2021). Assessment methods and
competency mapping in pharmacy education: Understanding of
components and quality parameters. Journal of Research in Pharmacy
Practice, 10(2), 102Agnihotri, S., Sareen, P., & Sivakumar, P. (2018).
A Comprehensive Model for Competency Mapping: Connecting
Organizational Goals with Employee Competencies and Strategy
Driven HR Functions. Asian Journal of Management, 9(1), 697-701.
• Mäses, S., Maennel, O., &Sütterlin, S. (2020, September). Using
Competency Mapping for Skills Assessment in an Introductory
Cybersecurity Course. In International Conference on Interactive
Collaborative Learning (pp. 572-583). Springer, Cham.Kaur, J., &
Kumar, V. (2013). Competency mapping: A gap
Analysis. International Journal of Education and Research, 1(1), 1-9.
• Maheshkar, C. (2015). Need for competency mapping scale to map
the competencies of university teaching personnel. Journal of
Management Research and Analysis, 2(4), 273-276.N Anisha
(October-2012), Competency Mapping of the Employees,
International Journal of Advancements in Research & Technology,
Volume 1, Issue 5, ISSN 2278-7763
• Dr Farah Naqvi (2009), Competency Mapping and Managing Talent,
IUP Journal of Management Research, vol 8, no.1
• R.Yuvaraj (2011), Competency Mapping – A DRIVE FOR INDIAN
INDUSTRIES, International Journal of Scientific & Engineering
Research, Volume 2, Issue 8 , ISSN 2229-5518
• Thamaraiselvi, P., Visagamoorthi, D., &Shobana, A. (2018). A Study
on Competency Mapping in Manufacturing MSME Sector using
Mathematical Model. Indian Journal of Science and
Technology, 11(48), 1-6.
• E book: Human Resource Management. The open University of Hong
Kong.
• Skorková, Z. (2016). Competency models in public sector. Procedia-
Social and Behavioral Sciences, 230, 226-234.
• Zingheim, P. K., Ledford, G. L., & Schuster, J. R. (1996).
Competencies and competency models: Does one size fit all. ACA
journal, 5(1), 56-65.
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 Analysis or
UNIT 7 ANALYSIS OR PERFORMANCE Performance and
Career Planning
AND CAREER PLANNING

Objectives

After going through this unit, you should be able to

• understand the concept of performance management;

• explain the meaning and perspectives of career planning; and
• describe what is career transition and choices.

Structure

7.1 Performance Management

7.2 Systems Theory and Human Performance
7.3 Historical Perspective of Behaviorism in Business and Industry
7.4 Behavior, Performance and Management
7.5 Performance Management
7.6 Concept and Definition of Career
7.7 Career Development Perspective
7.8 Career Transition and Choices
7.9 Career Anchors
7.10 Career Problems
7.11 Individual Strategies and Decision Making
7.12 Career Trends and rising employment trends in India, 2020
7.13 Case Studies
7.14 Self-Assessment Questions
7.15 Further Readings

7.1 PERFORMANCE MANAGEMENT

Individual and team performance are developed through performance
management, which is a systematic procedure for increasing organisational
performance (Armstrong 2006). The basic goal of a performance
management system is to maximise employee capacity in the best interests of
both the person and the company by establishing expectations in terms of
roles, duties, and accountabilities, as well as required competences and
expected behaviours. The overarching goal of performance management is to
create a high-performance culture in which individuals and teams take
ownership of business process improvement as well as their own abilities and
contributions within a framework given by successful leadership. It is a
continuous and ongoing proactive technique for managing an employee's
performance and achieving defined targets in real-time, without the need for
107
Managing HRD future reviews or corrective actions. It is a line of business activity that is
engrained in the employee's daily work.

A solid performance management system focuses on value addition and

profitability in a proactive manner, resulting in improved actual performance.
Performance management enhances a company's profitability by increasing
employee engagement and increasing productivity.

7.2 SYSTEMS THEORY AND HUMAN

PERFORMANCE
Systems theory is a subset of organisational theory, which emphasises
holistic thinking. In contrast to independence, isolation, and closeness, it
promotes interdependencies, interconnection, and openness. Complexity is
acknowledged as a feature of reality in systems theory, which focuses on
synergy, combination analysis, and synthesis. Organizations are viewed as
systems with relative boundaries that interact with the environment and must
adapt to environmental changes in order to exist, according to systems
theory.They are open systems having inputs and outputs that interact directly
with the environment. Simply described, a system is a collection of
interconnected elements in which a change in one member impacts the
system as a whole, and an open system is one that interacts with its
surroundings (Katz & Kahn, 1978). The environment responds to
organisational outputs, influencing future inputs. Future resource flows into
the organisation are heavily influenced by performance.

7.3 HISTORICAL PERSPECTIVE OF

BEHAVIORISM IN BUSINESS AND INDUSTRY
Behaviorism (as a psychological discipline) emerged much later, in the
twentieth century, and its evolution has clearly paralleled that of management
sciences. The classical school of management, which includes Frederick
Winslow Taylor's "scientific management" and Henri Fayol's "business
administration," gave way to so-called human relations movement, often
known as "behavioural management theory," developed this component. The
school placed a strong emphasis on the human factor, viewing it as the most
important component of the organisational structure and the only one capable
of creative growth. Individuals' needs, desires, and behaviours were elevated
and investigated within the organisation. Elton Mayo's research, Douglas
McGregor's Theory X and Theory Y, Rensis Likert and Robert Bales'
conceptions of management style, or Robert Blake and Jane Mouton's
managerial grid model – all of these are clearly predicated on the assumption
that man's nature is deterministic. All of the preceding ideas presume that
human acts are a result of specific impulses. However, there are certain
examples of rigid behavioural approaches, such as the Fiedler contingency
model. Fred Fiedler operated under the assumption that attempting to adapt

108
management (or leadership) style to changing circumstances is useless and Analysis or
Performance and
futile. Career Planning

Nonetheless, the human relations movement has unquestionably introduced a

behavioural approach to management science. Herbert A. Simon (1976),
Richard M. Cyert and James G. March (1964), George Katon (1975), Harvey
Leibenstein (1976), and Janos Kornai (1976) were among the important
researchers who promoted the psychological approach to the study of
economics in subsequent years (1973). Their work might be considered as
evidence of behaviorism in a broader sense, as a notion related to economic
sciences.

7.4 BEHAVIOR, PERFORMANCE AND

MANAGEMENT
Scholars have recognised the importance of non-role-specific conduct that
indirectly contributes to organisational efficiency through the formation and
maintenance of the organization's social and psychological milieu for over 50
years (LePine and Van Dyne, 2001). The measurable behaviours that are
crucial to the fulfilment of organisational goals are classified as job
performance behaviours (Campbell et al., 1993). Even with the application of
positive and negative reinforcers, most behavioural patterns are difficult to
modify because they are stable. Any performance management system's goal
thus becomes to improve the alignment between organisational goals and
individual objectives. Apart from fulfilling personal needs, which may
improve satisfaction and organisational climate without affecting
productivity, targeted performance interventions should motivate employees
to act and put up the necessary effort to meet both personal and
organisational goals.

Personality, Behavior and Performance

There have been a surprising number of different personality traits and
theories throughout the history of personality psychology, all adopting trait-
based nomenclature and ideas, adding to a general lack of coherence and
diversity of approach. Within trait factor-analytic psychology, a large degree
of convergence has lately occurred, and five essential features, dubbed the
"big five," have been identified as the major elements explaining human
individual differences in personality. The big five are conscientiousness,
neuroticism, extraversion, agreeableness, and openness in brief terms. This
has corresponded with a rise of interest in the function of personality at work
in industrial/organizational psychology.

Several types of variables are relevant when examining the extent to

which personality may influence work performance. There are
performance-related variables, such as productivity or overall job
competence, but there are also job behaviour and work attitudes
variables, such as devotion to the organisation or commitment to a
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Managing HRD career, job contentment, stress, and overall life satisfaction and
adjustment. Individual behaviour, dyadic interaction between two
people, and people's contributions to teams, groups, or bigger work units
can all be considered when discussing the importance of personality in
the workplace.

The ABC’s of Behavior and Performance

Human behaviour is a set of mental, physical, emotional, and social actions
that people engage in throughout their lives, and it is influenced by culture,
society, values, morality, ethics, and heredity. Knowledge and awareness of
conduct is critical since it not only degrades own performance but also has a
significant impact on the performance of others (Porathe, 2009). Robins
(1999) considered conduct to be a strong instrument in determining employee
performance, and Coulter (1999) concluded that the employee with the best
genetic traits and a positive attitude toward work is influenced by his peers'
and other team members' behaviour.

The assessment of skills is part of a behavior-based approach to performance

measurement. Competencies are quantitative clusters of knowledge, skills,
and abilities (KSAs) that determine how outcomes will be reached. Customer
service, written or vocal communication, innovative thinking, and reliability
are examples of competences.

In the following situations, the behaviour approach is most appropriate:

• There isn't a clear correlation between actions and outcomes. It's not always
easy to see the link between actions and desired consequences. Even when
the necessary behaviours are in place, the desired effect may not be obtained
in some instances. A salesperson, for example, may be unable to consummate
a deal because to a downturn in the economy. In some circumstances,
benefits might be obtained despite the lack of appropriate behaviours. A
pilot, for example, may not check all of the things on the preflight checklist,
but the flight will still be successful (i.e., take off and land safely and on
time).When the link between behaviours and outcomes isn't always evident,
focusing on behaviours rather than outcomes can be advantageous.

The outcomes will take place in the distant future. The measurement of
behaviours is beneficial when the expected results will not be apparent for
months, if not years. Take, for example, NASA's Mars Exploration Rover
Mission. On June 10, 2003, NASA launched the Spirit rover, which arrived
on Mars on January 3, 2004, after travelling 487 million kilometres (302.6
million miles). On July 7, 2003, the exploration rover Opportunity was
launched and landed on the opposite side of Mars on January 24, 2004. This
mission took nearly six months to complete from launch to landing.In this
case, it is far more suitable to evaluate the performance of the mission's
engineers by observing their behaviours at regular intervals during the course
of the six-month period rather than waiting for the end result (i.e., a
successful or unsuccessful landing).
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Poor performance is caused by factors outside the performer's control. It Analysis or
Performance and
makes sense to prioritise behaviour measurement when the results of an Career Planning
employee's performance are beyond the employee's control.

Motivation, Behavior and Performance

Motivation is the inner drive that propels people toward their objectives. The
definition of motivation, according to Greenberg and Baron (2008), can be
broken down into three pieces. The first section focuses on arousal, which is
the motivation or energy that drives a person's actions. People are usually
guided by their desire to make a positive impression on others, to do
fascinating work, and to be successful in their endeavours. The second
section is about the decisions people make and the path their conduct takes.
The final section is about preserving behaviour, and it specifies how long
people must try to achieve their objectives. Keller (2006) claims that if you
demand the best from your people, they will deliver. Employees, on the other
hand, will give you low performance if you demand less from them. Many
people believe that their bosses do not recognise or respect their hard work,
and as a result, they are demotivated. Employees feel overlooked because of
a lack of contact and feedback from their bosses, which prevents them from
functioning to their full potential. Employee motivation is one of the most
important aspects of any business. One of the ways managers use to improve
effective job performance among employees is employee motivation.
Motivation must be a top priority for managers in order for successful work
performance to thrive in the organisation.

The most successful and high-performing companies encourage their people

to be their best selves. Such businesses concentrate on their own human
resources.Technology, economic considerations, and the product are all
secondary to the human attributes that enable individuals to collaborate
effectively. Employees must feel important to an organization that challenges
their human spirit, encourages personal development, helps them to achieve
goals and tasks, and symbolizes and represents only the highest standards of
ethical conduct in order to perform at their best. A quality work environment
is defined by such considerations. Motivational elements must be given great
attention and used effectively as a crucial ingredient for organisational
success and survival, especially in today's chaotic operating environment, in
order to elicit improved performance. Appropriate salary, enhanced training,
effective and free flow of information, worker elevation, and a pleasant and
healthy working environment are examples of such elements.

7.5 PERFORMANCE MANAGEMENT

A successful performance Management System includes establishing of well
defined objectives, designing, and implementing it so that it can be
effectively evaluated and analysed. The Performance Management System is
duly linked with career management and development, succession planning,
talent management, compensation management system, training and
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Managing HRD development and the success of HR systems depends on the integration of the
subsystems.

Performance Objectives
A successful performance management method is built on the foundation of
objectives. Complex goal-setting methods, such as those requiring SMART
targets, key outcome areas, and key performance indicators, should be
replaced with a system based solely on defining and agreeing on a small
number of core priorities. As applicable, the priorities can include targets and
delivery timeframes, as well as how the amount to which they have been
reached can be measured. A focus on objective, behavioral-based, and
observable job-related results ensures that the process is fair and reduces
disparity.

Performance Planning
which is based on specified goals, sets the tone for the year by articulating
objectives and establishing an effective strategy to help employees achieve
their objectives.Performance planning, like all of the other processes, is a
joint effort between the management and the employee, though some
components will always be non-negotiable. Begin by identifying primary job
expectations in the job description; expectations can then be refined for each
major area.

Long-term and short-term goals, as well as an action plan for achieving them,
should be identified under each key contributing area. Goals can be ranked in
order to determine which are the most important. Continuous improvement
and open communication are facilitated through performance planning and
continual performance feedback.

Performance Management
which includes goal-setting, performance planning, performance monitoring,
feedback, and coaching, should be a year-round process rather than a once-a-
year event. When feedback is given at the right time, it improves learning and
gives you the chance to make any necessary adjustments to reach your goals.
It's also important to have a positive attitude toward continuous feedback.
The environment will stimulate development and drive goal-directed
performance improvement if there is organizational support for incorporating
constructive feedback into the fabric of day-to-day interactions.

Managing the performance of another person is a difficult endeavor that

necessitates a wide range of abilities. It may be necessary to provide training
to ensure that managers are fully prepared to accomplish all of the tasks
associated to performance management. This is especially true for
supervisors who have recently been promoted. Managers must comprehend
human behaviour, as well as how to encourage, develop, coach, and resolve
disputes. Managers must be observers and be able to appraise a scenario,
provide motivation, and detect difficulties that impede performance to a large
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level. Managers must also recognise that employees with varying degrees of Analysis or
Performance and
comfort, skill, and expertise in their roles will demand varying levels of Career Planning
input, support, and supervision. A manager who is confident in his or her
ability to give and accept feedback, deliver a performance review, and lead a
performance evaluation meeting will be a key contributor to the process's
success.Organizations are increasingly tying compensation to performance.
However, without solid performance management processes that are
perceived as fair and equitable, this link cannot be properly formed.

Clear documenting of progress in relation to performance goals also allows

for proper praise for a job well done. This can be done in a variety of ways,
including formal acknowledgment ceremonies, casual public
acknowledgement, and private feedback.

Upper-level management support is another factor that helps to success. This

support must come in the form of both verbal and written encouragement, as
well as involvement in the same performance management procedure for
evaluations.

Innovative technological solutions are increasingly being used by businesses

to adopt performance management best practises and automate time-
consuming manual operations. Advanced skills and technology like as
machine learning, predictive analytics, and chatbot coaching are becoming
more accessible to businesses of all sizes thanks to cloud-based performance
management platforms. These solutions also come with short deployment
timelines, no need for IT support, and automatic upgrades.

Analysing Human Performance

An organisation hires people to do activities and compare them to specific
goals that are consistent with the company's values. The performance domain
encompasses a wide range of topics. Developmental, outcome-based, and
behavioural measures are all part of a performance evaluation system
(Rosenzweig, 2006). Performance measuring systems have a long history of
being used to monitor and sustain organisational control. Inadequate
performance measurement can be a roadblock to change and improvement
(Amaratunga and Baldry, 2002). Measurements ensure a relationship
between individual employees and the organization's vision and goals in
order to achieve excellence in the organisation on one hand, and employee
happiness and personal progress on the other (Skrivastava, 2005).

Many companies now use competency models as the foundation for their
performance management systems (Spencer, L., & Spencer, S. 1994).
Competency models define the knowledge, skills, abilities, and other
qualities that are thought to be most important for producing effective
organisational outcomes. To identify core competences and associated critical
work behaviours, job analysis approaches such as job observations,
interviews, focus groups, and surveys are employed. Competency models
have the advantage of frequently including the complete range of success
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Managing HRD factors—technical, leadership, and interpersonal. Competency models are
particularly valuable because they not only express what is important to a
company, but they also give a common framework for establishing integrated
human resource processes like staffing, training, promotion, succession
planning, and performance management.

Although more organisations are utilising competency models and supporting

behavioural norms as a foundation for performance management, the
importance of evaluating employees' results as part of the performance
management process is growing. Depending on the nature of the individual's
job and tasks, the key results to be attained will differ for different
employees. Some employees, for example, may be responsible for effectively
creating and implementing new programmes or systems, while others may be
required to achieve specific levels of customer satisfaction, and yet others
may be responsible for staff development or team leadership.

7.6 CONCEPT OF CAREER

Career is an integral part of any individual personal and professional
life. A career can be understood as the sum of the educational, social,
economic, and conscious decisions taken by an individual, representing his
unique personality traits and essential life values. A career is a collection of
work-related activities, personal experiences, perspectives, and adventures
that occur over various stages of the life of an individual. Technically various
work-related activities or various tasks conducted linked with economic gains
also are related to career. However, it is influenced by all other aspects of
life, including family and social activities. The idea of a uniquely recognized
and experienced job evokes the concept of freedom of choice. A person's
work and life decisions come with both possibilities and obligations. External
criteria as a measure of professional success would be incorrect, as would
waiting for someone else to organize and record your career.

In the conventional sense, it refers to opportunities for advancement in one's

employment or profession. However, a career does not only signify growth or
success; it simply entails continuing to work for a longer length of time.

Definition; David A Decenzo and Stephen P Robbins have defined career as

"a sequence of positions occupied by a person during the course of a
lifetime." A career may be defined as a sequence of jobs that constitute what
a person does for a living. On the other hand, Career Path is represented by
employees’ movements through opportunities over time.

7.7 CAREER DEVELOPMENT PERSPECTIVE

Individuals employees and organisations who are employers have a
psychological contract wherin each party have certain needs aspirations and
expectations at the time of joining. Thus the career development perspective
differs for both the parties
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Concept Analysis or
Performance and
Career Planning
The concept of Career development can be understood as: -

• Career development covers both personal and corporate/organizational

growth.
• Career planning refer to the process of changing employment status over
a period of life or at various life stages.
• The process of making long-term learning decisions or acquiring various
competencies in order to balance career advancement opportunities with
personal needs can be understood as career development.
• Organizational career development is an activity that takes into account
the long-term benefits and success of employees, as well as the
efficiency of the organization.
• The organization carries out career development based on human
resource needs and the ability to perform various functions, improve
efficiency, and compete with other organizations.
Feature
• It helps individuals develop various competencies, required to fulfill
different career roles as well as behavioral outcomes. Competencies are
defined in terms of knowledge, attitude, skills, habits, values, abilities,
traits, and motives.
• It defines the employees' life, and strengthens work-related activities in
the organization
• It can also give professional directions related to career goals.
• It creates a synergy between the personal and organizational goals
leading to satisfied, motivated, and better-performing individuals.
• It is an ongoing process.

Individual & Organizational perspective of Career

Development
An individual's initiatives to pursue professional development focus primarily
on his values, goals, interests, and the path necessary to fulfill these desires.
A degree of control and a sense of urgency about a unique career
development path may require a person to pursue additional education or
training initiatives to align with their goals. In this context, John L. Holland's
6 Career Anchors categorizes people as curious, realistic, artistic, social,
entrepreneurial, and conventional, with the career path depending on the
qualities an individual can embody. The more aware an individual is of their
personality type, the better their professional development and opportunities.
The factors that influence a person to make the right decisions about career
goals also depend on the environmental factors that directly affect them.
Decisions are based on various aspects that affect work-life balance, the
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Managing HRD desire to tailor career opportunities to their values, and the degree of
stimulation or growth. A business organization may be enough to provide
career opportunities through the human resources functions of Training and
Development. The primary objective of education and training is to ensure
that the strategic planning of business objectives remains adapted to the
requirements of a changing environment. When recruiting and hiring
employees, a company's human resources department provides clear job
descriptions regarding the work tasks required for the role and the
opportunities for job rotation, transfers, and promotions. Hiring managers are
responsible for ensuring that subordinates are aware of their duties and that
communication remains efficient. In the relationship, managers are also
responsible for maintaining and creating a favourable work environment to
encourage their subordinates' long-term learning, development, and talent
acquisition. Consequently, the extent to which a manager accepts the
delegation of the education and training of their employees plays an
important factor in employee retention and turnover.

Thus it is imperative that besides the Individual perspective, Organisation

centered career planning needs to be aligned in order to achieve both personal
and organisational growth

• Organization-Centered Career Planning

 Focuses on jobs and on identifying career paths that provide for the
logical progression of people between jobs in the organization.
• Individual-Centered Career Planning
 Focuses on an individual’s career rather than in organizational
needs.

7.8 CAREER TRANSITION AND CHOICES

Career growth is not a one-time event wherein an individual decides a
position in the organization at the time of entry and then remains in it .The
challenges of work -life, as well as opportunities and competitive
environment, provides various career options to an individual so that he can
evolve and develop as per his changing needs, wants and aspirations. It is a
lifelong activity that requires extensive self-assessment and analysis and, as a
result, involves both problems and opportunities. Most of us will experience
different career changes or turning points. It is a turning point where old
relationships are broken and new ones are made, old behaviors are lost, new
ones are learned, and old obligations are given up in favor of new ones. In
short, breakpoints require the discovery or redefinition of important general
assumptions about individuals’ work-related lives.

Erickson's theory of adult development is one of the most popular (1968).

This is because his beliefs are not preconceived, they are strongly associated
with personal experiences and largely filled with hope. Youngsters and early
adults, according to Erickson, are the time to create your own identity, who
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you are and where you are going. The next act of evolution is to build a close Analysis or
Performance and
relationship and commitment with one person or another, as people in their Career Planning
35s struggle to do something meaningful. This can create a family or give
back to the community or community. In any case, the next generation is a
cause for concern. The job of maturing (65 years and older) is to be satisfied
with your choices and one’s life. Each of these stages can have both positive
and negative outcomes, depending on the success of the main development
activity. For example, in the level of identity a person can rise with a strong
mid-life self, the inability to establish intimacy or care for the next generation
can lead to people with a selfish and dominant lifestyle being treated.
themselves as their children; when it comes to maturity one can be satisfied
with one 's life or regret past mistakes, which can now be corrected too late;
At an adult's level, one can be satisfied with one's life or be filled with
remorse for past mistakes that can be corrected too late.

Table 1: Career Stages

Characteristics Early career Mid career Late career Career end

Age group +/- 20 years 30-40 years +/- 50 years 60-70 years
needs Identifying Advancing in Updating Planning for
interests, career, skills, retirement,
exploring lifestyle may individual is a examining
several jobs limit, options, leader, now-work
growth, individual is interest
opportunities settled in
whose opinion
matters
concerns External Values Mentoring, Retirement,
rewards, contribution, disengaging, part-time
acquiring integrity well organisational employment
more being continuance
capabilities

Most professional theories tend to reflect the traditional life paths of men: the
preparation time for work in school; the time for professional identity
development and the gap; for many, a platform or time sustainability; for
some, a time of growth in status and power; and finally a gradual process of
removal and separation from work.

Many professional changes and decisions are needed and the decision-
making process must be managed. These decisions must be made with long-
term professional goals in mind. This does not mean that you cannot take
advantage of luck and casual contacts. However, those who stand up for
themselves seem to have the greatest professional luck. It is not too early to
realize that you have different job opportunities and long-term planning will
certainly improve your life satisfaction.
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Managing HRD Evans Stages of career development

“Career Development is an on-going process that occurs over the life span
and includes home, school and community experience”. – Pietrofesa and
Splete.

Depending upon the life stages and as per needs and wants the career
development can be explained as per Evan’s model. Evans explained five
stages of career development. These stages are explained in Figure 1 and
includes the following

• Exploration,
• Establishment
• Mid-career
• Late-career
• Decline

Figure1: Evans stages of career development

Source:Hall, D. T. (2002). Careers in and out of organizations. Sage.

The characteristics of the stages are described as under:-

Exploration

This stage covers the pre-exploration phase. It starts with the end of
schooling and around 18-20 years and thus start of a career in mid-twenties
because we finish school and start working somewhere. The main influencers
are family, teachers and friends. It creates and impressions and with
aspiration and dreams we intent to explore and find the best suitable option.
Right knowledge and information acquisition and processing enhances the
learning and leads to better judgment and choice. The problem arises in the
mid-30s.
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 Analysis or
Establishment Performance and
Career Planning
This stage covers 10 years from 25 years of age. It begins with anxiety,
mistakes, learning and strength. Afterwards, in this situation, each individual
is attempting to concentrate on the job in certain organizations. Everyone is
trying to establish a partnership. In the first part of the stage, someone has a
junior status with relevant job skills. At the end of this stage, individual gets
settled and starts to accelerate. This is a stage of alignment of personal and
professional goals, struggles, hard works and the clarity of path is
established. It will have various ups and down and personal dexterity and
strength is tested

Mid-Career

The stage varies between 35 and 45 years. The person is in a midlife crisis at
this stage. With spouses, children, and parents around, they always struggle
to maintain a work-life balance. An individual must invest time and effort in
the right career direction. Some career choices and changes are made to
balance work and family life

Late-career

This period covers twenty years post mid-forties. From this stage you can
either grow or stagnate. You can relax in this way by offering yourself a
decent place in your organization. Individuals have different experiences and
connect with new people. A sense of satisfaction and achievement emerges or
an intent to quit if not able to cope up or early retirement followed by feeling
of stagnation. Individuals would also like to redefine their goals. Thus it
basically consist of 3 stages

- Growth
- Maintenance and
- Stagnation

Decline

At this stage, individuals generally retire or they are forced to step out of the
limelight. It is the hardest stage for those who are high achievers at the earlier
stages. This stage may create frustration in an individual. One must be ready
for this retired job life and try to engage in various other activities. One must
give chance to others. Equally important is that one must be prepared for a
blissful retirement life and create value.

Different Career Paths

Steady-state careers – Careers that have long-term commitments in a
person's life are known as "steady-state careers." The person will work for
retirement with special skills learned throughout life. For example, one would
need to complete a continuous medical degree process and then work in the
medical profession until retiring. Careers in the steady-state can also be
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Managing HRD indicated as playing the same professional role in an organization for an
extended period and specializing in the area of specialization.

Linear careers – A career that requires new development and accountability

initiatives when accepting new roles can be called a "linear career" because
each unique opportunity has a more significant impact on the organizational
environment and accountability and decision-making power.

Transitional careers occur when a person undergoes frequent job changes,

in which each task is not similar to the last. For example, a transient career
change for a fast-food worker who leaves the food industry to work as an
accountant or administrative assistant in an office environment after a year.
The worker's previous career skills and knowledge will not apply to his new
role.

A spiralling career is any series of short-term jobs that are not identical to
each other but still contribute to developing skills of a specific attribute that
people will accept throughout their lives.

For most people, moving up the corporate ladder is the most obvious career
path. Different skills are required at different levels of the structure. The most
important job skills at entry level are technical: knowledge of equipment,
technology, procedures, processes and other techniques. A Wide Range of
Technical Careers Most companies offer career systems in engineering,
accounting, financial analysis, market research and manufacturing. These
positions require specific training, often acquired in business schools or
engineering institutes. In your first permanent position, you will most likely
start with this specialist training.

In some companies there is a double scale of advancement: technical and

commercial. However, in most companies, leveling up requires a shift in
career interest. Leadership and excellent interpersonal skills are the most
important talents for frontline and middle management. Features are less
technical and more concerned with human interactions. One of your biggest
career changes will be moving into a leadership role where you will need to
demonstrate or develop new talent. Even the strongest technical training will
not be enough to bring about this change.

Another important change from interpersonal to intellectual competence is

needed when moving from middle to senior management. The top manager
must have broad conceptual skills that support the organization's relationship
to its environment, the development of overall strategic plans and the
definition of the organization for effective strategy implementation. Effective
leadership skills are crucial to shaping a company's overall environment.
Right brain thinking, which emphasizes originality and creativity, is more
important than left brain technical thinking in this situation.

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 Analysis or
Performance and
Career Planning
7.9 CAREER ANCHORS
The individual learns specific information about self-employment and
employment as a result of school, early or organizational attendance,
socialization, and work experience. Career anchors is a word used by Schein
(1978) to describe the term. In a longitudinal research conducted by Schein, it
was discovered that certain attitudinal syndromes served to guide many
people throughout their career. These syndromes were a combination of
needs, values and talents and served to anchor a person to one or few related
types of careers.

Thus the notion and nature of careers can be summarized and depicted as
given in figure below figure 2. It not only indicate the various career anchors,
but also various aspects of self, personality ,attitudes, career situations roles
and various needs of an individual. These aspects define the outcomes of the
career and also how it will be managed and developed.

Figure 2: Notion and nature of careers

Source: John Leech: ‘The Notion and Nature of Careers, The Personnel
Administrator: vol 22,no.7.september 1977,p53
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Managing HRD Attitudinal Syndromes
Management skills-Individuals seek and value management opportunities.
The motivation for obtaining a position with managerial responsibility is
strong.

Functional skills-Individuals seek and value opportunities to exercise a

variety of technical talents and skill areas. Primarily interested in the
technical content of the position, whether it is finance, engineering,
marketing or another functional area.

Safety-The motivation of the individual is the need to stabilize his

professional situation. This person will do whatever it takes to maintain job
security, a decent income, and the potential for a good retirement plan.

Creativity-The individual has a primitive need to build or create something

that is entirely his own. Self-expansion, through the creation of new products,
processes or theories, through one's own business and personal wealth as an
indicator of success, seems to be the goal of these people's career.

Autonomy and independence- Individuals seek a work environment that is

as free as possible from organizational constraints to pursue their professional
skills. Freedom from constraints and the ability to pursue one's way of living
and working seems to be the primary requirement.

The three specific areas in which successful managers perceive high

competence (Schein, 1978) are:

Analytical capacity: the ability to identify, evaluate and solve problems in

the face of incomplete data and uncertainties.

Interpersonal competence: the ability to influence, supervise, lead,

manipulate and control people at all levels of an organization to more
effectively achieve organizational objectives.

Emotional competence the ability to be empowered rather than being

drained or weakened by emotional and interpersonal crises, the ability to bear
high levels of responsibility without becoming helpless, and the ability to use
power without guilt or shame.

Self Concept
Thus besides competence an employee is continuously working, manifesting
and defining the concept of work. This self-concept consists of three parts,
which together form a person's "career anchor."

1) Self-perceived talents and skills (based on actual results in a variety of

work environments);

2) Self-perceived reasons and needs (based on opportunities for self-

examination and self-diagnosis in real situations and feedback from
others);
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3) Self-perceived attitudes and values (based on opportunities for self- Analysis or
Performance and
examination and self-diagnosis in real situations and feedback from Career Planning
others)

Cognitive Age
It is very important to understand the concept of Cognitive age , perceived or
subjective age, as it frames the attitude and ultimately career preferences and
choices. Chronological age basically determine the physical health but the
mental health is important when when considering goals, values, and
attitudes The term "cognitive age" has become established, in the middle is
the phrase "You are as young as you feel." According to Barak and
Schiffman (1981), a person's identity and behavior can be affected not only
by his chronological age, but also by his perceived or subjective age,
cognitive age. People aged 50 in developed countries with abundance and
better work -life conditions, may have significantly different outlook on life
and fitness than their peers 40 years ago, due to advances in overall health
and life expectancy. "Healthy age" and "age of thought", which refer to how
a person feels about their perceived physical state and thought process, are
two other aspects used to assess cognitive age. In all aspects of cognitive age,
respondents tended to call themselves younger, although the "age thinking"
factor contributed more to the overall cognitive age score. The younger the
overall cognitive age score, the lower the "age of thought" score.
Chronological age is an approximate measure of time since birth that
obscures many individual differences in strength, energy, enthusiasm, fitness,
and other factors. Cognitive age can be a personality trait related to
sensitivity to new experiences. People who retain their curiosity, adaptability,
and enthusiasm for new experiences later in life are more likely to be
significantly younger than cognitive age. When employees support age in the
workplace, they risk losing the legacy of informed and productive people
who could serve as archivists of the company's history and culture.

7.10 CAREER PROBLEMS

A problem can be well addressed if we understand the cause and anticipate
the various problems that mat arise.

The problem with top managers is the lack of communication and other
interpersonal skills, as the main factor hinders future career advancement.

In contrast, the factors hindering the career advancement of middle

management are the low number of senior management available, insufficient
career planning and guidance, and over-identification of factions of a
particular organization. Interestingly, while top executives seem to attribute
their lack of career advancement to personal factors such as skills and talents,
middle executives generally attribute their lack of improvement to external
factors. Some problem areas are different, such as youth managers, plateau
managers, and dual-career couples.
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Managing HRD Occupational stress and its impact on performance and satisfaction is also
becoming an increasingly important topic. It is not possible to cover all
possible career issues, but we will discuss other more comprehensive issues.

Family Aspects Changing career needs and dual career families have posed
new challenges to the employees, Interaction of career issues with the issues
of life stages of the employees and his family, changing needs of employee
throughout his life-cycle complicate the career issues. With the in career
orientation among women, number of female employees is on the increase.
One of the family members may face transfer issues or children education
and movement also effect the career decisions. Organisations may be at a
disadvantage.

Unknown potential: The main complaint of young managers and

professionals is the feeling that their talents and skills are not being used
effectively. Currently it is called "Explored Possibility Syndrome".
Graduates, especially students of economics, often think like top managers
and are trained to solve strategic problems. They are often very enthusiastic
about fruitful work and high expectations for quick advancement, current
managers often climb the ladder over the years, and younger employees are
more important jobs. I believe I need to prove myself before I can get it.

Initial Performance Assessment and Feedback: It is most likely associated

with untapped syndrome. Many young managers’ report a lack of feedback
on their performance. They want to know where they stand and how they are
doing at work. One of the characteristics of people who are motivated to
receive performance feedback. Lack of feedback can lead to anxiety and
frustration.

Political Aspects of an Organization: An organization is essentially a

political system. New managers and professionals often find it difficult to
grasp this reality. Much of their background and training comes from solving
logical technical problems in artificial and non-political environments. Faced
with the realities of the political system, many young managers are lazy or
irritable.

Dependence: Even young officers need to deal with their dependence. They
generally rely on the support and guidance of their supervisors. At the same
time, they can threaten existing administrators. A bright young rookie can
have a lot of ideas and ideas that are unfamiliar to the administrator. Young
managers also depend on their subordinates. Young managers are unlikely to
have the technical skills and local knowledge of their subordinates. This
dependence on others can create problems for young managers.

Loyalty Issues and Moral Dilemmas: Many young managers face loyalty
issues with themselves, their employers and co-workers and their
organizations. Most leaders and organizations expect loyalty from their
employees, especially managers. The point of loyalty often creates a moral
dilemma.
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Stagnation and regression: After years of progress, many will face Analysis or
Performance and
unavoidable things. Most administrators are stable at a certain level, and Career Planning
further improvement is the most difficult. Many factors contribute to this
plateau and there are many opportunities to move forward in the era of
sustainable development. A lot of people have a great career growing up with
the organization. This carrier strategy may not pay off well during the slow or
declining stages of development. Regression involves failing to learn and
develop the new knowledge and skills needed to do the job effectively.
Regression occurs when office managers do not continue to develop
computers and oppose the introduction of new technologies in operations.
Regression can occur when office managers do not continue to develop
computers and oppose the introduction of new technologies in operations.

7.11 INDIVIDUAL STRATEGIES AND DECISION

MAKING
Self-management: Self-assessment is essential for self-management. Self-
assessment is sought in you; Find out who you are, what you like or love,
what you have to offer, etc. Self-management allows you to make decisions
about your career. The results of the self-assessment should be recorded in
the document. The self-assessment includes some essential aspects, such as

Results: A thorough introspection and analysis is very important of all the

major landmarks and events in career. Writing down the results in-order to
rediscover them is very important. The easiest way to reflect on your
achievements is to start with your academic achievements in your school or
university. Do not hesitate to include your results in co-curricular activities.
Identify what led you to choose a course of study. Think about the forces you
have developed with the specific knowledge. If you have a job in a company,
think about the results in terms of the responsibilities assumed. You must
take pleasure in performing specific duties in your family or society.
Remember those positive comments made by teachers, classmates, family,
friends in society, colleagues and organizational superiors. Do a thorough
SWOT analysis of yourself, i.e your strengths, weakness, and opportunities
and threats that exist in the external environment.

Skills and abilities: when pursuing self-analysis, never underestimate

yourself; Never say, "I don't have any skills." You must have many skills and
abilities that are unknown to you. Skill is an essential component of
McKinsey's 7-S framework. Efficiency is the essence of what we contribute
to the world. Skill leads to perfection. Listening, memorizing, discussing,
persuading, persuading, motivating, motivating, motivating, etc., can be just
some of a person's many abilities. A single person cannot have all the skills.
In addition, a job does not require all the skills. In addition, a task may
require the required skills at various levels. Remember the skills and abilities
you used to complete the results you've already thought of. Highlight the
skills you'll enjoy regularly using as part of your ideal job.
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Managing HRD Personal values: Values guide a person to emphasize things, turn them on
and off, give him happiness in the circumstances or otherwise, help him
determine the amount of honesty he needs in his work or life, exercise power
and responsibility in the workplace and so on. So, the questions for self-
examination are: What are the topics that matter most to you? What turns you
on and off? What are you committed to? What makes you happy? What level
of honesty do you need in terms of life and work? How much power and
responsibility do you want at work? Do your values further guide the scope
of your devotion to work – do you want to work or work to survive and
balance them?

Interest: Many things interest you. First, make a list of 25 or 30 things you
like to do. Then, choose your favourites and collect your interests. There
must be something in the work you are doing. Think about some of the things
that attract you and hypnotize you the most, namely production, quality
control, quality measures, maintenance, procurement or planning,
administrative, computational, scientific, internal or external work, etc.

Disability (if known): Your disability can't stop you from achieving what
you want most. Your muscular strength always supports you to achieve your
goals. Be honest with your known disabilities or physical weaknesses that
can impact what you want to do. You may have allergies, colour blindness,
back problems, asthma, etc. The presence of someone or two disabilities does
not mean that you cannot do a particular job. You need to be aware of
handling any obstacles that limit you to achieving. Your strong strength will
lead you to success.

Personal and family circumstances: Now you know your achievements,

skills and abilities, personal values, interests, etc. Be prepared to deal with
these effects on your employment in terms of hours, financial commitments,
constraints, etc. You will be able to overcome roadblocks.

Career Development
Is a synergistic effort of both Individuals and Organisations with the HR at
the forefront. Creating a comman goal and aligning the various objectives
and goals horizontally and vertically creates a harmony between the
Organisation and the employee. Individual and organisational strategies to
create that symphony are listed as follows

Individual Strategies
The following are the strategies that an individual can adopt for career
development

Do it now: Suppose you've made a decision that affects your career, Do not
delay the implementation of decisions. Don't wait for the perfect day.

Know yourself: You need to know your strengths and weaknesses. Help
someone you like and admire identify your strengths and weaknesses. You
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need to understand how others see you. Look at their behavioural patterns Analysis or
Performance and
and the observations they have. You have to have an ear to hear what other Career Planning
people are saying about you.

Career Opportunity Analysis: Explore and explore the sources of career

opportunities. There are many sources of information about jobs and career
opportunities. Many placement agencies and consultants publish batch
manuals or brochures with information about job openings. Friends are
relatives are also a good source of information. Online sources and reliable
and authentic websites , chatgroups can be a very informative

Career goals: It is important to develop specific career goals. The goal

should be measurable and achievable. It can be for short-term or long-term
use. Self-set goals must increase performance. When success is booming,
achieving short-term goals leads to higher ambitions and better performance.

Get feedback: Feedback from the people involved will help you correct your
mistakes. Think and plan how to collect feedback from others about self-
analysis and current career planning. It is important to use your social
networks for effective and genuine feedback and support.

Manage your career: Managing your job isn't just about executing a plan.
It's not a one-shot operation—instead, the process. Self-care spreads
throughout working life. You have to take advantage of them look for
opportunities constantly. Building and maintaining relationships is
paramount. Evaluating and revising career goals and plans should be a
continuous process. It would help if you were flexible when making
decisions. In particular, you don't have to be tied entirely to the job,
department, or organization.

Organizational Strategies
In planning for career needs of the employees HR have major role and
contribute in career mentoring and counselling.HR manager must have an
understanding of the basic drivers and needs of the employees. Once the
employees challenges are commitments are well understood HR can assist in
various career development programs

Aware of the extreme need for professional development, organizations are

preparing for effective human resource management. The purpose of this
effort is directly related to career issues, such as reducing employee friction,
exploring skills and assigning corresponding assignments, developing high-
potential candidates, preparing for managerial positions, improving problem-
solving skills, reducing problems resulting from lack of knowledge and skills,
Providing ample opportunities for growth, ensuring upward movements for
potential employees, etc. Many organizations have set up a career guidance
system through workshops and employ career guidance experts. The
literature suggests several specific impulses organizations can take to make
career programs effective.
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Managing HRD Improve the system of planning and forecasting of human
resources: Considering and analyzing the organization's objectives, it must
develop work specifications and recruit personnel of the required quantity
and expected quality. Companies must establish procedures to achieve the
goal in fluctuating conditions. They must select the right forecasting
technology to assess labour needs. Improve the dissemination of career
options: Employees are always eager to learn about their careers and the
various career options available. Companies with a career planning system
should share information with employees through administrative manuals,
circulars, or other documents. Infusion calms their restless minds, and they
can focus on their assigned task. Organizations should develop tools to keep
employees informed about career options.

Initial career guidance: Career guidance is a method of periodic

performance assessment. In addition to evaluating performance, counselling
provides excellent opportunities to discuss employee career issues, your goals
and the options available to develop in your career.

Support for education and training: The education and training system
supports all levels of staff to enhance their careers. Prerequisites for further
professional development are first identified, and needs-based training is
carried out accordingly. In addition, to improve the overall development of
an employee, education is provided. The organization must clearly define
policies regarding leisure and the financial support required.

Job advertisement: Employees aspire to advance their careers. In larger

organizations, aspirations are higher. Employees need to obtain information
to progress in their careers. Organizations must provide all employees with
information related to job postings. In addition, a job posting system helps an
organization attract talent from the market. The procedure stimulates
employees at all levels in planning and professional development.

Special assignment and job rotation: doing the same job for a long time
creates boredom. Employees should have the opportunity to gain new
experience through particular tasks and job rotation. These actions allow
employees to learn new things for the first time and perform them in different
environments. Along with this, management can also explore an employee's
ability and potential to accept challenges working in new environments and
with new ones.

Professional Development Workshops: Considering the importance of

employee professional development, organizations are organizing workshops
and seminars as essential professional development activities. These
workshops indicate the concern of organizations for the development of
career prospects. However, the central assumption of these workshops is the
joint responsibility of the individual and the organization for the development
of career prospects.

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Rest periods, flexible working hours and other activities outside of Analysis or
Performance and
work: Currently, people engage in various family and social activities. Career Planning
Despite recognizing the urgency of office work, non-organizational activities
are rushing to realize their relative importance. Later, they regretted thinking
about the cancelled office work. This can lead to organizational stress due to
the distance between roles. Organizations need to develop sabbatical vacation
(without work), flexible working hours, and other activities outside of
business hours. When employees, especially middle-aged people, can take
Saturday leave, they have the opportunity to develop new life benefits. This
organizational system can be a possible answer to boredom and indifference.

Flexible compensation and promotion system: Organizations use financial

and non-financial rewards to recognize employees. Determining the scope of
the reward and success criteria is limited. Perhaps because of the little
thinking about them. Today, there is a growing trend in finance to provide
employees with many forms of financial reward. Companies need to develop
multiple ladders to consider promotions and bonuses. The promotion system
should reflect a linear career and the desire for a spiral. Once a flexible
reward and promotion system is installed, employees will undoubtedly do
their best for the organization.

Development and use of assessment systems: Many organizations use

formal assessment centres and development centres to assess the potential of
their employees to help them build their careers. The use of assessment
centres has emerged as a practice in selecting people. Later, organizations
also use assessment centres for career planning.

7.12 Career Trends and Rising Employment Trends

In India, 2020
Population in India is at its all time high and growing. As per Wikipedia, the
youth literacy rate is 91.2%. Yet India’s employment situation is bad,
especially with the current ongoing fight against coronavirus. The
unemployment rate as of 03 May 2020 stands high at 24.1%, according to
CMEI unemployment data. The Indian marketplace, although witnessing the
worst at the moment, sees a range of opportunities and employment trends in
the offing. Here are some of the top employment trends in India that looks
sturdy and is here to stay:

Skilled employees

One major employment trend thought by major companies is to upskill their

existing staff as hiring new recruits would increase their budget, which they
could ill afford and be counterproductive. Even while hiring a limited number
of employees, the top job companies in India preferred employees with
multiple skill sets who will be able to handle changes in the work
environment.

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Managing HRD Technological growth

The new mantra, Intelligent Automation, is here to stay. By using this

combination of artificial intelligence and automation, an organization can
automate processes end to end. A typical end-to-end process involves
developing and testing products, personalizing products and services,
managing customer interactions and many more.

Work from home

Work from home is one trend that will definitely stand out in 2020. Many
studies have been conducted on remote working and suggest that it helps
employees to have a work-life balance, thus reducing stress and increasing
productivity.

Contractual employment

While 2019 was quite dismal in the job market with many layoffs, 2020
seems to be following the same trend, even worse. However, Ministry of
Labor and Employment recently made this move official, thereby, enabling
industries across all sectors to hire workers for the duration of the project or
specific period.

Other benefits apart from salary

This could be in the form of life or health insurance policies, remote working
opportunities, personal loans, yearly bonuses, yearly family holiday trips,
training opportunities etc. For some employees, monetary benefits are not
sufficient motivation and this has been one of the many reasons that many
employees look for employment elsewhere.

Jobs in demand

With the advanced technology available at our disposal, the jobs to look for
in the coming decade are Digital Marketing, Artificial intelligence, Data
Scientist, Cyber Security, Drone Handling. Besides the above mentioned
jobs, careers as Dieticians, Robot Engineers, Event Managers are in great
demand and will continue to do so.

Companies in demand

The top best companies that any new recruits or working millennials dream
to work for in India are listed below:

 Reliance Industries
 Tata Steel
 Oil and Natural Corporation Ltd
 State Bank of India

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 Analysis or
Hiring trends Performance and
Career Planning
About a decade ago, the hiring process was handled by the company itself.
There was a huge transformation in 2010, wherein, the Indian HR companies
merged with the HR companies of the world to source out organized
workforce and staffing solutions. With increase in demand for the workforce,
numerous staffing companies emerged in the country that are facilitating
organizations with their recruitment.

Some of India’s best staffing companies are ABC Consultants, Adecco India,
AON Hewitt, and Career Net. Social media hiring is another rising
employment trend in the current job market. With India’s economy a little
shaky presently and the unemployment reaching a catastrophic high, India
Inc. is searching for a dynamic leadership to guide them out of the woods.

In summation, the employment trends in India looks upward but the nation
has to be ready with their talent pool for the new employment demands and
the skills that employers are seeking for. Reskilling and upskilling will turn
out to be the winner in order to stay competent and updated with the always-
hungry-for-skilled-talent workplace.

Source: By INDIA EMPLOYER FORUM May 4, 2020

7.13 Case Studies

Case Study 1

Accenture was known for its annual celebration of International Women's

Day (IWD), an event it had been celebrating since 2001. The celebrations
covered almost 140 events in 34 countries.According to the company, the
event highlighted Accenture's commitment to recruiting, retaining, and
advancing the cause of women at the workplace.The event provided a global
forum for showcasing company initiatives which addressed the various issues
that women faced at the workplace. Experts felt that this in turn had enabled
the firm to achieve high performance. Over the years, there had been a rapid
increase in the number of female employees at Accenture. Accenture
developed the Great Place to Work for Women initiative in 1994. Observers
commented that Accenture's commitment to diversity emerged from its need
to compete for top talent. They held that the Women's initiative at Accenture
was an offshoot of its successful Diversity program in the US...

1) Highlight the initiatives taken by Ireland-based global consulting

company Accenture Plc. (Accenture) for its women employees.
2) What helped Accenture's achieve high performance levels?

Case Study 2

Nishant started his career with Siron Beverages as a management trainee.

Being a high performer throughout this career, his expectations from his
company was to plan a proper developmental path for him. The HR at Siron
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Managing HRD did this on papers but its execution was a jittery-jolty ride. Nishant faced a
dilemma of continuing with this company or switch to a new one.

1) What do you think was the problem from Siron Beverages end?
2) How can a company improve its career planning and development
strategies?

7.14 SELF-ASSESSMENT QUESTIONS

1. What do you understand by Career Planning? Discuss its importance for
employees as well as employers
2. What is Career Development? Explain the techniques of Career
development.
3. Explain the terms ‘career paths’, ‘career stress’, and ‘career counselling’.
4. What are career anchors? Explain with illustrations.
5. What are the stages in Career advancement or development? How can
organisations create HR interventions to make it effective?

7.15 FURTHER READINGS

• Apter, M.J. (1989). Reversal Theory: Motivation, Emotion and
Personality. London, Routledge. Arnold, J. (1997). Managing Careers
Across 21st Century. London, Paul
• Chapman. Arnold, J. (1997). "Nineteen propositions concerning the
nature of effective thinking for career management in the turbulent
world", British Jour. of Gui. &Coun. 25 (4) 447-463.
• Baron, J.N., Davis-Blake, A. and Bieby, W.T. (1986). "The Structure
of Opportunity. How promotion ladders vary within and among
organizations. Admin. Sc. Quart. 31, 248-273.
• Bellows, R.M. (1954). Psychology of Personnel in Business and
Industry (2nd Ed.) N.Y. Prentice-Hall.
• Human Resource Management, SemmaSanghi,Vikas Publishing
House, 2014, ISBN 978-93259-7561-3
• “Top 5 hiring and employment trends to look forward to in 2020” by
TIMESOFINDIA.COM on Jan 3, 2020
• “Employment Trends in India, 2020” By SightsIn Plus on January 3,
2020
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career development in India. International Research Journal of
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• Pande,D.S., Bansal, S., Gupta.A G., & Gupta, K. A Career Dilemma:
A Case Study on Career Planning

132 • Amaratunga, D. and Baldry, D. (2002), “Moving from performance

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multinational enterprises: the effects of globalization on Dutch work
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feedback in MNC: opportunities for organizational learning. Human
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• Moustaghfir, Karim; Schiuma, Giovanni; Carlucci, Daniela (2016).
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human resource management: pressures for global integration and
local responsiveness”, in Stahl, G.K. and Bjo¨rkman, I. (Eds),
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